We all know the detriments of high attrition; added costs, lower performance and poor staff morale, but retention isn’t always made a priority. If you’re in need of some hard evidence to support focusing your efforts to improve retention in your business, we’ve got you covered.
There can be a misconception that only low performers or “job-hoppers” will leave your organisation frequently, but staff can have many reasons for leaving, and sometimes your best people could be just as likely to jump ship, especially as they are the most likely to be approached by another firm. It is critical to have systems to identify your high performers and to monitoring how they are progressing in their roles….
Why is this the case? High performers don’t want to stagnate in their role, so if there is no room to grow, or things aren’t moving fast enough, they will often choose to move on to a higher position in a new organisation if that is the only way up.
You can help avoid this by engaging in continuous feedback and using an automated check-in email to proactively ask every employee what development opportunities they would like to undertake. Continuous feedback can also reveal common employee concerns like, needing more information about the company direction, bullying, unrealistic workloads or a toxic environment so these can be alleviated before it’s too late.
Of course, some attrition is natural and even beneficial, especially in terms of moving on consistently low performing staff or rogue employees. But as we discovered above, sometimes it’s your high performers or highly-skilled staff that are even more likely to leave, and these highly-trained individuals can be very costly to replace whether you bring in someone at the same level or hire someone less experience but pay to develop them over time. Ensuring development opportunities are always on the table, and roles can be malleable to grow with an employee as their skills progress, can help reduce the risk of your highly-trained workers leaving.
See the true cost of attrition in your organisation with our Employee Turnover Calculator.
71% of employees would accept a pay cut, just to get a better job.
In many cases, money really can’t buy happiness at work. So while paying employees adequately for their experience and level of responsibility is still a must, it’s important to also pay careful attention to other areas. Let’s explore some other common attrition reasons.
Flexible jobs are in increasing demand with many workers claiming that they would seek out a new job to get more flexibility in their time, while having more flexibility in their current role would encourage them to stay.
62% of millennials are willing to quit their job in the next two years and work in the gig economy.
37% of employees would quit and take a new job that allowed them to work remotely part of the time.
It is worth considering – aside from work that needs to be completed in shifts, is it really necessary for your staff to be present 9-5 or do their work while physically present in the office? If they can work different hours or work remotely and still get the job done (and well) why not allow greater flexibility?
A little effort in helping your people feel valued through recognition and opportunity can go a long way.
Reward and recognition strategies can help employees feel more valued at work, but it’s important to distinguish between the two. Different forms of reward (bonuses or perks) or recognition (awards, acknowledgement) can be more valuable to different people. For example, some staff may want to be congratulated for their efforts in front of the whole company, while others would rather a one-on-one thank you from their manager. Likewise, public recognition may mean more for some staff than receiving a bonus in private. It’s important for managers to get a feel for what strategies work best for their team members and tailor reward or recognition accordingly.
Focusing on what your team can do best for you just makes sense. Tailoring job roles is another great tactic that can serve as recognition. By learning what elements of a job people are best at, and offering tailoring their roles to work to their strengths where possible, we can increase engagement and performance, and provide recognition in one hit.
We know engagement is important for improving performance and increasing morale, but disengagement is also a key contributor to attrition. Engaged employees are naturally less likely to seek out alternative employment as they are largely satisfied in their role.
Engagement starts from day one with a great onboarding process. By engaging new starters from day one and ensuring they have goals to work toward, the resources they need to contribute, and a warm welcome from their peers – we can pave the way for a long and happy tenure.
Ultimately, all of these factors form part of the employee experience, and by paying attention to this, we can improve employee retention over time. You can learn more about employee experience and how to improve yours here.
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