Danger point for resignation
The biggest danger point for resignation during employment is when the employee is new to a role. One way to avoid this is to not make promises at the interview that cannot be fulfilled and to ensure that your managers are professional and attentive.
Reasons that employees leave their jobs
The number one reason for resignation is lack of career growth and development opportunities and flexibility has now become more important to many more workers as they have realised that they were missing time for family and interests. If you can be flexible the wellbeing of your employees could increase their loyalty.
The behaviour of managers is another trigger for employees may resign. Poor treatment of their teams, unprofessionalism, lack of support and general behaviour are the reasons many leavers give.
The opportunity to increase salary and benefits is a big incentive to some leavers. Are your salaries at the market rate or are you in danger of losing your staff to your competitors?
If the employer moves premises that can trigger resignations and is largely unavoidable.
How to reduce a high turnover
Poor retention can cost employers thousands of pounds over the year. Having a process to monitor why your staff are leaving you can help you formulate a plan to reduce the loss.
Adopting a policy of open communication can help. You may be able to avoid a person leaving if you are aware beforehand that they are unhappy about certain aspects of their job.
Adopting probationary review meetings will help you to smooth those bumps in the road which can crop up when employees are new to an organisation, helping you to retain them.
Having regular performance reviews and knowing what your employees’ career plans are can also help avoid leavers. When employees are clear on what they need to do to reach a certain level within your organisation and this is followed through – this can be a helpful retention tool.
Don’t break promises – if you offer an employee a month shadowing a senior person in order to learn more about their job – don’t cancel that. If you are meeting them to discuss their career ambitions don’t cancel as it may seem that you don’t think the discussion is important.
Exit interviews can be a helpful part of your plan to reduce the number of leavers from your organisation.
Ask leavers what prompted them to search for alternative employment and if they felt their manager gave them what they needed to succeed.
Finding out what they like most and least can be useful. Ask if the job changed over time and if they felt their achievements were recognised.
These questions can help you understand if there is a pattern to the resignations.
Ask them what would make them stay (if you want them to stay of course!)
Poor company culture can cost organisations dear. There is increasing evidence that companies who perform well are also rated highly by their employees.
Poor company culture can include poor internal communication. If employees don’t understand their goals or the company’s goals they are less likely to feel engaged.
A long hours culture can cause burnout and eventual resignation. Sometimes a lack of flexibility can be totally unnecessary and being flexible (within reason) can help engage an employee and can contribute to give and take on both sides.
Bad managers contribute to a poor culture. If you suspect a manager is not performing, deal with it.
If your high turnover is costing you thousands of pounds in recruitment and training costs take a look at what the reasons might be and take steps to improve. Changes could make the difference to your workforce, keeping them engaged and therefore your productivity at the levels you want.