Research continues to tell us that up to 80% of employees leave their employer for reasons within the employers control; pay, conditions and or work relationships.
We appreciate that competing on salary is not viable for some businesses in some industries, however improving work conditions and work relationships are certainly areas within an employers reach.
Recruitment Coach works with many clients who feel powerless when it comes to their employee turnover because they assume that pay or salary is the primary reason.
However, there are some relatively simple ways to truly understand the real reasons employees are leaving, and in our experience, the results vary from business to business, and almost always, they typically surprise management.
Employees leave for various reasons, beginning right back at poor recruitment processes or expectation setting.
Lack of relevant training, poor communication and insufficient mentoring or performance feedback are often key factors and are grouped under ‘work relations’.
While pay and remuneration certainly appear as common reasons, lacking work life balance, flexible working arrangements or recognition sometimes come up as more important than pure financial salary.
Paula Maidens of Recruitment Coach suggests some practical ways that you should consider to get to the bottom of your unique retention issues to formulate a plan to reduce your turnover rate.
1)Create an objective exit survey that you can act on
If you aren’t asking why people are leaving, you are assuming you know and the chances are you may be getting it wrong.
You may be putting effort into improving the wrong areas and it may be ineffective. Create a survey for employees to complete as soon as they resign to thank them for their time in the organisation and to reflect on their experiences, good and bad.
This is a great way to find out the source of both positive and negative angles, from a truthful insight which is now unattached from your business.
Although they will be looking to move forward, you may be surprised at how willing the employee is to partake- especially if they are passionate about their reason for leaving.
You may consider outsourcing the exit surveys, as the employee may convey more fullness and truthfulness in their answers, to someone external to the business.
They are more likely to answer questions over the phone rather than through the web.
2) Create an objective staff satisfaction survey that you can act on
Again, create a survey for employees to reflect on their experiences, good and bad. This is a great way to get out in the open any hidden issues or challenges as well as understand further the elements employees love about your business.
You can use the positive for branding and engagement activities and work on the negatives.
We recommend an anonymous survey in the first instance, to ensure you obtain truthful unfiltered feedback. Once employees are used to ‘giving feedback’ a non-anonymous survey may be suitable.
Again, you may consider outsourcing the survey to emphasise the anonymity and how much you value the feedback and contributin.
3) Compare your findings with your current practices
Most importantly after conducting the survey, you need to share the results with the participants and communicate the action points.
This is key to it’s effectiveness as motivation and engagement levels will simply fall if nothing comes of a survey.