Each year in December, most organisations begin to feel both the excitement and the tension that comes with the festive season. In Ghana, this period is marked by end-of-year parties, team-bonding activities, and the traditional distribution of Christmas gifts—bags of rice, cooking oil, tinned fish, biscuits, drinks, hampers, and, in some cases, bonuses. While these gestures are important, many employers have observed an uncomfortable trend:
Some employees wait to receive these benefits and then resign in January.
This annual “talent shuffle” creates gaps, disrupts operations, affects service delivery, and forces organisations into rushed recruitment. The question then becomes:
How can organisations ensure they do not lose their best people during this season of reflection and resolutions?
Below are deep insights and practical, actionable strategies to help organisations retain quality talent during and after the festive season.
Why December–January is a High-Risk Period for Exits
The Christmas season triggers emotional and strategic self-reflection. Employees naturally reassess:
- Their career growth and future goals
- Financial pressures and aspirations
- Their sense of belonging at work
- How appreciated and valued they feel
- Whether the upcoming year should bring change
When these reflections meet attractive job offers or long-standing dissatisfaction, employees see January as the symbolic time to “start afresh.”
STRATEGIES TO RETAIN TALENT AND AVOID POST-FESTIVE EXITS
- Move Beyond Gifts—Focus on Meaningful Engagement
Christmas gifts and parties are appreciated, but they do not influence long-term retention for most employees. They are seen as entitlements.
Shift from transactional gestures to relational engagement.
Actions:
- Schedule structured one-on-one conversations with your key talent in November or early December. Since November has already packed its bags and left, you might as well start now!
- Discuss career goals, development needs, and upcoming opportunities.
- Identify frustrations early and address them before January comes.
- Communicate the Organisation’s Vision for the New Year
Employees leave when they do not see a future for themselves in the organisation.
Before Christmas:
- Share your 2026 strategy.
- Highlight new roles, projects, and growth opportunities.
- Clarify where each department is going and what employees stand to gain.
When employees see a future, they are less likely to move.
- Introduce “Stay Interviews” (Not Exit Interviews)
A stay interview is one of the most powerful retention tools.
Ask employees:
- What part of your job do you enjoy most?
- What makes you consider leaving?
- What can we do to make your work experience better?
- What skills would you like to develop next year?
Many employees resign because no one bothers to ask these questions.
- Strengthen Your Recognition and Appreciation Culture
Highlight successes and top performers publicly before the year ends.
Use:
- Awards
- Team appreciation messages
- CEO personal thank-you notes
- Highlighting achievements at the Christmas gathering
When people feel seen, they stay.
- Reinforce Career Development as a Priority
Employees leave when they feel stuck. Before Christmas:
- Show a clear career path (promotions, role levels, training).
- Announce planned training programs or certifications for the New Year.
- Link development plans to the employee’s aspirations.
Growth retains people far more than Jollof rice, chicken, and hampers.
- Review Compensation Early- This is very important.
Do not wait until mid-year salary reviews.
By December, employees compare:
- Market salaries
- New job offers
- Their take-home pay vs inflation
Organisations should:
- Conduct a December salary benchmark review.
- Adjust pay if necessary.
- Communicate transparently how salaries are determined.
Even a small cost-of-living adjustment can prevent exits.
- Implement Bonding Activities That Build Trust, Not Just Celebration
Most Ghanaian year-end parties are “fun events” with little strategic bonding.
Introduce:
- Cross-functional games
- Problem-solving sessions
- Team dialogues
- Leadership interaction zones
Make employees feel seen, heard, and connected.
- Identify High-Risk Employees Before December
You can predict who may leave by monitoring:
- Withdrawal from activities
- Decreased enthusiasm
- Frequent leave requests
- Reduced productivity
- Increased complaints
- Updated LinkedIn profiles
- Requests for reference letters or employment confirmation letters
Once identified, engage them directly.
- Introduce Retention Incentives With Conditions
If your organisation gives bonuses or hampers, consider aligning them with retention principles—not as penalties, but as strategy.
Examples:
- January Continuity Bonus—a small bonus paid at the end of January if the employee remains. Be transparent about bonuses and when they will be paid. I recommend doing this in February.
- Project Completion Bonus – tied to specific deliverables for Quarter 1.
- Training Grants—committed only after Quarter 1.
These encourage continued engagement.
SO, WHAT KIND OF GIFTS SHOULD ORGANISATIONS GIVE?
- Gifts that build emotional connection
These influence loyalty more than purely consumable items:
- Personalized Thank-You Cards
- Branded Items (year planners, diaries, mugs)
- Experience gifts (vouchers, family day coupons)
- Useful home items (as per Ghanaian tradition)
- Rice
- Oil
- Tinned fish
- Drinks
- Hampers
- Boxes of Juice
- Biscuits
- Woodin Cloth
These should supplement engagement, not replace it.
- Development-focused gifts
This stands out and communicates long-term investment:
- A paid online course
- A professional membership renewal
- A book relevant to their career
- A certificate to attend a training in January
These gifts tell the employee: We see your future here.
- After Christmas—Follow Up
The first week of January is dangerous.
Run:
- Quick check-ins
- Goal-setting sessions
- Team energizers
- Welcome-back events
Keeping employees emotionally engaged reduces January shock resignations.
Christmas is a beautiful period of celebration, reflection, and appreciation—but it also poses a high risk for employee turnover. While gifts, hampers, and parties are part of Ghanaian culture, they are not enough to retain talent.
By focusing on proactive engagement, strategic communication, and genuine connection—not just festive generosity.
People stay when they feel valued, heard, recognised, and see a clear path for growth.
By Michael Kuma Avuglah
CEO—Ghana HR Solutions
