How to Design a Rejuvenating Staff Retreat
Supervisors sometimes need to create opportunities for their staff members to refresh and rejuvenate. It is especially important for employees who do challenging work or who work in difficult environments. A well-designed staff retreat can provide state-of-the-art education and information, increase team cohesion and camaraderie and provide needed down time to depressurize and rejuvenate. Here are some tips on how to put together a great retreat.
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Instructions
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You know your "company culture." Decide if retreats are the norm or if they are something out of the ordinary. If a retreat would be unusual, set the stage by doing your planning first and then taking your idea to your supervisor to get his approval and buy in. Make sure you have all your ducks lined up: indicate the purpose and need for the retreat, the costs and the benefits of a retreat to the organization.
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Once you get the go ahead from your boss, consider your budget. A great retreat does not need to be expensive, but it's not free. Where will your funding come from? Do you have money in your budget for training opportunities? Can some of the costs be donated? Your budget will determine whether you have a one-day retreat or a multi-day event. Either way, plan to get away from the office. A change of scenery does everybody good.
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Prepare for the expenses of the retreat which might include, but are not limited to: a facility for the retreat; how many staff will attend, transportation costs and per diems for the trip; the cost for a trained facilitator; food, snacks, entertainment during the event; and supplies for the retreat.
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Think, too, of the timing for your retreat. Your retreat should be scheduled well in advance to maximize the greatest attendance. Don't schedule your retreat to conflict with major projects at work, religious holidays, vacations or weather that is too hot or too cold. Don't ask staff to attend a work-related retreat on a weekend -- this is a work event and should be carried out during the work week.
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Next, plan your agenda. What is the outcome you hope to achieve by hosting a retreat? Your agenda should combine some elements of education and information exchange, introspection and reflection, fun and interaction and rest and entertainment. Figuring out your agenda will help you determine what kind of facilitator or speaker you will invite to address your staff. Don't forget to involve your staff in the decision-making process: Ask them what topics they'd like to cover on a staff retreat. The more buy in they have, the more ownership of the experience they'll take.
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For a one-day retreat, estimate about 1/4 day to focus on education or work-related topics, 1/4 day for free-for-all discussion, 1/4 day for entertainment or experiential exercises and 1/4 day for travel. For a two-day retreat, designate a specialized topic of interest to be covered by a facilitator for about 1/2 of each day and allow the remainder of the days to be devoted to experiential exercises. The learning and fun can be interspersed throughout the day. Don't forget to build in travel time. Allow plenty of time for meals, movement and spontaneity. Retreats that are over-scheduled become stressful, not rejuvenating. Offer optional movement and physical exercise opportunities. Look for opportunities to get outside in the open air.
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After your staff members come back to work, ask each one to evaluate their experience and to make suggestions for the next retreat -- catch their thoughts while they're still fresh in their minds.
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Tips & Warnings
You might cover some "business" on your retreat -- say, a review of new office policies and procedures or brainstorming and strategizing sessions -- but save most of this stuff for regular staff meetings. A retreat should not be "same old, same old" -- it should energize and motivate people. Planning and implementing your retreat should be fun for you, too. Don't get so obsessed or caught up in making it perfect that you end up a wreck. Do all your due diligence in your planning, and then let it unfold organically.
Don't use a retreat as an opportunity to try to resolve serious problems. Remember that some of your staff work best as loners and some are team players. Encourage everyone to participate, but don't pressure anyone to do anything they're uncomfortable doing. That would be counterproductive.
