the three r's

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Recruitment. Retention. Recognition. Three words we hear often, yet rarely treat with equal care. We see it happen time and again - a company spends months finding the 'perfect' hire, celebrates their first day, and then quietly loses them within the year; often for the same reason that the last employee left. Not because the salary was wrong, but because the culture wasn't right, their opportunities for growth weren't clear, and their contributions went unnoticed. In today's competitive labour market, we can't afford to view these three R's as independent boxes to tick; they're the backbone of a culture that attracts the right people, keeps them engaged, and ensures they feel valued. They are part of a cycle that feeds (or starves) your workforce.

Recruitment looks like the right cultural fit for your organisation; what type of culture are you fostering and does this person share the values that your company stands for? Do they possess the attributes necessary to succeed and be an effective member in the team? When you imagine your company five years from now, can you see where this person fits and how they helped contribute to your success?

Skills are important but they are also trainable. A person's character has been forged by generations of societal, cultural and familial traditions, beliefs and influences. If you're looking for someone to do a job, achieve tasks and operate within the duty statement you provide them, recruit for skill. If you're looking for someone to invest in your company's success and legacy, recruit for the right person, not just the right skills. But hiring is only half the battle. Keeping someone engaged and committed is where retention comes in.

Retention is often espoused to be difficult to achieve due to the lure of higher salaries from competing organisations. Whilst salary has an influence on our decision to stay or go, the level of influence is largely dependent on the non-monetary factors that working for your company offers. If a person sees their employment purely as a way to make money, they will be attracted to a higher salary in another 'like' organisation because it is 'the same for more.' After all, $20K more per annum just to show up to a different building is a simple equation. Most people aren't that simple though. 

When we come to work, particularly in an environment where we interact with others, we naturally create connections. When these connections are positive, we develop strong working relationships which creates a sense of belongingness. 

When we complete meaningful work that has value, and is valued by others, when we can see the fruits of our labour manifest in results, or in customer satisfaction, this creates feelings of purpose. When we are trusted to achieve the intent and empowered to succeed through investment of time, education or mentorship, we cultivate feelings of autonomy and mastery. 

When all of these things combine we don't simply see the company as a building that we show up to; we see it as a place where we get to collaborate with friends and colleagues and are trusted and empowered to achieve positive results for customers or the business. It's an environment that both challenges and rewards us, gives us a sense of purpose and the opportunity to contribute to something greater than ourselves, and happens to pay the bills. 

In this type of work environment,  I'm not being offered $20K to change buildings - I'm being asked to sacrifice the relationships I've forged, the mastery I've developed, and the trust I have engendered with the company directors to be able to work as autonomously as I do. The cost-benefit analysis is a lot more complicated when we have reasons other than salary to be there. One of the most powerful tools for retention? Recognition. 

Recognition is vital for employee satisfaction. Even those who do not seek overt displays of recognition still want to know that their efforts are valued. For some, recognition is acknowledgement in the company newsletter or at the monthly staff meeting. For others, it's promotion or financial compensation. Then there are those that look for alternative reward and recognition options - the ability to work on a 'side-quest' that might be outside of their role description but still aligned to the business. The trust to work non-traditional hours to accommodate for their extra curricular activities, or to work remotely from their favourite holiday destination so they can maximise their downtime.

When recognition and reward are aligned with an individual's interests, motivations, and needs, it goes beyond mere acknowledgement - it shows that the organisation has taken the time to understand what matters to them, signaling a genuine appreciation of their value. 

The Timing Matters. Recognition is most powerful when it's proactive and given because you see value in someone's contribution, rather than reactive, and offered only when a competitor comes knocking with a higher salary. Reactive recognition feels like bargaining and signals that the company doesn't really appreciate their value and the contributions they make. Proactive recognition builds loyalty and strengthens culture. 

Recruitment, retention and recognition are integrated parts of a continuous cycle that shapes your organisation's culture, performance and bottom line. Hire people whose values align with your own, create an environment that gives them purpose, autonomy and growth, and recognise their contributions in ways that matter them. When you do, you won't just keep great people, you'll unlock their best work and see them, and your business thrive.

Authored by Jess Wootton - Director Next Summit | Published August 2025