Nothing hurts an organization more than the loss of its top performers as these are the people who make the greatest difference in productivity, presenteeism (versus absenteeism), organizational commitment, creativity, innovation and client satisfaction and service. Motivating and retaining top talent is a challenge at the best of times. Top performers want opportunities for growth, learning new skills, recognition for good work and career development and advancement – all of which can get shunted aside while getting the work done.
Managing workloads is crucial at the best of times and care must be taken to ensure that the work group leader is not dumping all the extra work on the best and the brightest for unreasonable periods of time or they will leave. If it is a “talent war” then management and Human Resources must be focused on identifying top performers and keeping them unharmed and on the team with ever-present opportunities for growth and achievement and learning.
Most of the Drivers of Employee Turnover Can Be Managed Internally
While an organization can only manage and control their half of the relationship with the employee an employee’s manager can impact 80% or more of the reasons why employees leave or if they stay- and few of these are cost issues. When complaints are about the quality of the work environment, work-life balance, relationships with their managers, and a lack of challenge, opportunities for growth or recognition or the chance to learn new skills the good news is that the organization and the individual managers have control over all of these factors. If there is the right motivation to address these issues effectively, this will reduce turnover and improve overall results.
If your organization believes that people are your most important asset, then these management practices will ensure that employees return to work every day committed to fulfilling the organization’s objectives. Make these your new norms.
A 7 Step Executive Guide to Lower Job Turnover and Higher Productivity
1. Get turnover and job vacancies on the corporate agenda.
Awareness, understanding and commitment to action begin by getting people’s attention. The caution here is that if job vacancies get focused upon without changes to recruiting processes to ensure only high quality people are hired, the seats will fill up with warm bodies.
2. Get the roles right with a mix of internal and external resources.
Appoint HR as executive “champion.” Set objectives and track progress. Line managers and HR have roles to play in the exit interview process, however HR is best used to champion change not just do interviews. HR can source independent survey providers; ensure internal processes complement the third party services; and provide reports from the external survey provider to the executive and managers of the organization.
3. Gather solid data on turnover and the reasons people have left using both internal and independent survey resources (engagement and exit surveys).
Go back 6 to 12 months, if high turnover. Do phone or online surveys or a combination of both. Underpin this initiative with the motto of quality leader Edwards Deming who told executives and quality adherents alike: “In God we trust; all others bring data.”
Use prepared exit interview guides for managers and HR to complement external surveys.
4. Identify the top performers and ensure development opportunities are in place.
Think collaboration, partnership and long-term. Get managers to ensure that agreed upon development opportunities are in place and not sacrificed. Top performers produce higher benefits, thus cost more if lost. Don’t ignore the rest; just prevent losing your best.
5. Ensure that exit and engagement survey results are acted upon. The executive “champion” must ensure that the executive and managers are aware of survey results and that actions are in place to bring about meaningful change. Keep this on the executive and manager radar screens.
6. Add to the people metrics as part of employer branding initiatives such as quality of new hires; length of tenure of new hires; number of people rehired; and referrals. Track reasons for leaving and employee satisfaction scores and correlate results with performance ratings. Track willingness to return and assess the quality of internal exit interviews.
We hold managers accountable for results but it’s high time we added accountability for hiring decisions. This simple move would most certainly send HR departments out to assess the appropriate tools to aid in selection versus some of the wrong tools they’re using now.
7. Communicate and celebrate results. Continuous communication with managers and employees that the organization is serious about making improvements that will motivate and retain good people. Get managers focused on management behaviours that keep staff coming to work and that enable people to grow and be productive.
Your thoughts on how to reduce turnover?
Originally posted on Linked IN by: Greg Basham
Contact John Assunto for all of your Education Recruiting needs! Johna@worldbridgepartners.com or 860-387-0503
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