Few things are as disruptive to a business’s success than valuable employees leaving the nest.
to promote other staff members that may not be as qualified, or start a long search for a suitable replacement.
The good news is that it is possible to prevent high employee turnover, especially focusing on valuable workers, by assessing your behaviour and attitude towards your employees.
After all, most people that leave organisations do so because of their managers, not because of the company. Are you guilty of any of the following?
Expecting Too Much
A high performing employee is an essential asset to a manager, as this person can be relied on to handle high level tasks and issues that other employees may not be able to.
However, a common reason why these individuals leave their existing job is because they feel that too much is expected of them.
Assess how much you rely on your employees, and evaluate whether you place the same demands and expectations on all of them equally.
Just because one or several staff members are better equipped for their roles, doesn’t mean that they have to unfairly carry the grunt of the responsibilities in the office.
Overworking Your Staff
It is common for companies to have busy seasons or busy weeks from time to time, when overtime is expected and late nights at the office are common.
What ends up happening, however, is that employers often come to expect their staff to always put work first, and demand fifty, sixty or even seventy-hour work weeks month after month.
When employees feel like they don’t , they begin to consider other opportunities that would allow them to have more free time.
Additionally, it may not even be worth making it a standard to overwork your staff; as “new research from Stanford shows that productivity per hour declines sharply when the workweek exceeds 50 hours, and productivity drops off so much after 55 hours that you don’t get anything out of working more,” explains .
Not Recognising Effort
Another common reason that workers quit is that they feel like their efforts are not being recognised.
There are valuable employees that may have been satisfied with high expectations and long work weeks, if only they had the title and pay that would make them feel was commensurate with their responsibilities.
In exit interviews, many individuals stated that they left because they found another position that would offer a higher title for the same tasks they performed at their current job.
Consider how often you recognise and rewarde your star players with title changes, raises and bonuses, and modify your system to promote valuable team members to prevent them from leaving.
Head of Training and Development
(Image by Dollarphotoclub)
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