There are few things more draining for an organisation than the steady, systematic loss of highly effective and productive people. There's nothing new about people trying to improve their lot. Many outstanding people use periodic job changes as a key part of their career management strategy. However, when evidence of dissatisfaction among top workers seems to be a recurring theme, something has to be done.
Why are staff leaving?
People leave jobs for a reason. Examples are:
- loss of faith in management
- feeling unappreciated, bored or unchallenged
- frustration with excessive politics
- more money
- feeling used or exploited
- concern about the future of the firm
- the departure of a close friend
- a more flexible benefits package.
Some leave because they can't live with what they consider unsatisfactory company practices, such as unreasonable working hours, an unpleasant working environment or a lack of state-of-the-art equipment.
Addressing work-life issues
Today, some workers leave for reasons best referred to as work-life issues. If this is the case with your company, you may want to consider implementing some programmes.
For example, through the use of technology, workers can be spared much unnecessary travel. Others may benefit from being allowed to telecommute, so long as you provide adequate guidance, keep workers in the loop, and otherwise monitor performance. Other options include job-sharing.
Yet another option is to allow an "A" player who wants to spread his or her wings to continue as a freelancer or contractor.
How to keep employees loyal
Today, employee loyalty is at an all-time low. The downsizing that pervaded the economy in the 1980s, 1990s and 2000s has increased the decline in loyalty, and mergers and acquisitions have diluted the identification employees felt with their companies. It should come as no surprise, then, that nothing is more valuable to an organisation than capable employees with a strong sense of loyalty to the firm.
There are nine keys to loyalty:
- The behaviour and reputation of management is a key factor in whether workers stay or go.
- A clear, well-conceived mission and vision keeps employees focused and connected.
- Recognising and rewarding exceptional performance encourages the same.
- A good company reputation will attract and bond many people.
- A focus on building pride encourages longevity.
- A sense of long-term viability provides stability and encourages loyalty.
- Opportunity for growth and training encourages commitment.
- Opportunity for promotion helps keep career-minded employees around.
- A commitment to driving out fear and minimising politics will ensure that workers don't leave out of a sense of self-preservation.
Leadership is key to retention
Leadership is a key factor in retention. Don't assume that you know everything there is to know about leadership. You don't. And sticking to the old way of leading may be encouraging workers to leave. You can't count on controlling things through power any more. Today, a leader leads by persuasion and motivation.
Because a worker's immediate supervisor is vital to satisfaction with his or her job, leaders must learn how to lead today's workforce. Great leaders have enthusiastic followers and focus on getting things done. They rely on a fixed, unwavering set of convictions as their guiding light, and act on those convictions. Since they demonstrate trust, conviction and loyalty, they also inspire it.
Discover why a worker leaves
When a worker leaves, you need to find out why. The stated reason typically isn't the real reason. What you need to find out is what sparked the job search in the first place. Was it dissatisfaction with a supervisor? Lack of advancement opportunity? Disenchantment with working conditions?
You will want to ask departing workers questions such as what they liked most and least about their jobs, how satisfactory the compensation system is, and whether the exiting worker made the kind of progress he or she would have liked to make while working for the company. Consider a follow-up enquiry six months down the line.
The content of this article is intended to provide a general guide to the subject matter. Specialist advice should be sought about your specific circumstances.