Category Archives: Employee Retention

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Management Tips: How to Raise Remote Worker Retention

Remote workers are becoming more and more popular with organizations of all sizes, driving convenience, reduced travel time, and sometimes reduced costs for both the organization and the employee. At the same time, working in a remote location removes individuals from their organization, effectively separating them from daily contact with colleagues, a physical representation of the organization, and organizational culture. This can result in a significantly higher turnover rate as employees feel less loyal and less attached to their organizations, which will eventually result in higher costs for the organization.

Developing strong management skills geared towards remote worker retention will help you to circumvent this problem, while building stronger and therefore more productive teams. Because employee retention is often largely about culture, management strategy, and how individuals identify with and get along with their colleagues, you can take clear and defined steps to reduce remote worker churn.

Building Remote Organizational Culture

Most remote workers are at least partially disconnected from their organization and are therefore less able to participate or even recognize culture where and when it appears. Taking steps to create a defined and visible employee culture is crucial to boosting employee retention in mixed and remote offices. For example, you can take steps to define cultural values in ways that are clearly visible for everyone. You can also:

  • Create shared digital meeting spaces or group video/voice meetings
  • Create a high level of work and task visibility across the organization, extending to all remote workers
  • Host real-world events and meet employees in person whenever possible

Any individual, even one working as part of a remote team, should know who they are working for and why, so it’s also important to define company strategy and vision and make it accessible and visible for all employees.

Share Work Processes and Knowledge

While creating shared organizational culture is an important step for building internal rapport and creating a shared sense of self, sharing work processes and knowledge is crucial to creating a strong team with a sense of shared work values. Digital platforms documenting work processes, sharing documentation and accountability, and allocating tasks and responsibility are one way to achieve this, but they should ideally be accompanied by a communication element or communication platform. For example, Slack functions well for allocating tasks and enabling communication, making it ideal for remote work, but it doesn’t include process management. Other tools like Asana integrate process management, but don’t function as well for online discussion and collaboration.

Mentorship & Training

Support and development opportunities are often missing from remote worker retention programs, but individual development and on-the-job-training are also important aspects of employee retention. Offering the same or similar opportunities to individuals working remotely as you would to those working in-office is important if you want those individuals to feel like they are part of teams and valued to the same level. While it can be difficult to provide the same face-to-face mentorship programs as are naturally created in many offices, you can develop adjacent programs including video coaching, digital learning programs, and physical classes where individuals located near enough to travel can be invited to training courses and programs.

Reducing remote worker churn is often about treating remote workers in the same way you would treat individuals in-office, including offering opportunities, sharing information and feedback, and creating transparency in organizational operation and management. If individuals feel as though they are part of decisions and can see why and how work is being completed, they will be more likely to invest in the company and truly commit to organizational goals and outcomes.


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11 HR hacks to make business more productive

This is a guest post from Jasika Adams. Jasika is a writer with a passion for writing on emerging technologies in the areas of human resources, startups and business management. She is a talent acquisition manager currently associated with Index Time Clock. In her free time, she loves to play with her kids and reading mystery books.  

Human Resources is a vital part of an organization. They are responsible for the kind of employees who enter and stay with a company. Since employees are the building blocks of a firm, the role played by HR cannot be underestimated. A highly proficient and capable candidate adds immense value to the organization. Employing competent managers, leaders, and workers is a vital task as without adequate human capital, a business in merely an idea. But how does the firm manage to build a pool of talented professionals?

We’ve compiled a list of tactics, mostly needing nominal resources, to recruit and retain able and highly accomplished individuals into the organization. From corporate hiring giants to the HR managers of a small business, all look for innovative ways to bag the top talent in their industry.

Here are a few points you can use to help hire and retain top talent.

Make that job description interesting

Many-a-times, this simple element is often overlooked by many organizations. A boring job description is not likely to attract the eye of good candidates. It might be able to describe the job responsibilities and list out the required skills but may falter in its very purpose of attracting the best talent. A Job description should be stimulating and exciting to sell the rewards of the job to the candidate. Some organizations take their job descriptions very seriously. In order to make the boring Job description livelier, some organizations have introduced video job descriptions. This gives the applicants an improved view of what the job and team ‘feels’ like. An advanced and exciting job description can help an organization find an equally driven contender for an exciting job position.

Boomerangs

Instagram made boomerangs hugely popular, but do you know that it can be a super effective HR hack as well? Boomerang is the process of hiring former personnel. It is a helpful HR hack, which can aid the organization in gaining back the talented employees that they had let go before. This can have several benefits. If employees see that their employer is enthusiastically working to bring back employees, it can have an encouraging effect on morale — and it can bring people back together who previously worked well as a team. Also, rehired workers understand the company culture, and employers don’t have to retrain them.

Effective use of Social Media

In this digital era, every individual is familiar with social media. Its reach has increased multifold. So why not use it to our advantage? It is a convenient medium to advertise job positions in an organization. Linked In has a large user base and so do other social media sites. It offers a better reach to a wider audience. This means a bigger pool of candidates to choose from. This, in turn, translates into an increase in the organization’s chances of appointing the finest talent and further prevents it from staying restrained to a particular region.

Employee Referrals

Oldest trick in the bag, yet it is useful till date. It has been a common method of recruitment to ask for recommendations from top employees of the organization, to fill job positions in the organization. An employee who is hired through the reference of a top manager or employee is believed to be trustworthy. This is because he/she is employed for the sake of the recommending employee’s reputation, thus minimizing the chances of any corrupt additions to the organization. Apart from referrals from top employees, companies can also refer them from top customers, previous top employees or company well-wishers.

The two pizzas rule by Jeff Bezos

Amazon chief Jeff Bezos famously created the “two pizza rule,” which says that you should never have meetings where two pizzas can’t feed everybody in the room. It is not due to frugality. It is based on the idea that too many people can make meetings less fruitful. Meetings can sometimes be time-consuming disruptions so look at your approach to meetings and analyse whether they’re helping or hampering your productivity. Think about who really needs to be there and list the objectives at the beginning so that everyone is clear about how they can contribute and achieve the end goal of the meeting.

Unofficial setups to explore talent

A non-official and friendly event is a brilliant way to gain a better perspective about a potential candidate beyond their resume. Any social event, commonly attended by top professionals, is the idea event any organization can hope to find a ‘right’ candidate for the job positions.

Helping align an individual’s goals with organizational goals

A good HR manager knows that it is important to understand an employee’s expectations and job aspirations. This is because there are various factors that could impact their decision of taking up the job and their earlier job frustrations. When we have a clear idea concerning the expectations of the candidate we can tailor our offer to ensure that the candidate chooses us and not the competitor. It also helps him believe that he can achieve his individual goals on the job and develop his career the way he wanted it to.

Upgrading technology

Obsolete technology frustrates the modern worker than nothing else. Outdated tools and resources hamper employee productivity and hinder them from quickly and efficiently deliver on the job. While the world has transformed dramatically in the recent years with the development of social and mobile, the world inside most organizations has stayed largely the same. Although companies have raced to elevate their systems to meet customers’ expectations, they have failed to consider the employee experience.

To uncover employee potential and increase productivity, businesses need to move into the future with virtual collaboration tools like Salesforce Chatter that let cross-functional teams to connect, collaborate, share files, data, and expertise, all in real-time and from anywhere in the world. Innovative workplace technology will also put an end to those seemingly endless company email chains. With solutions like Quip, chat is built into documents so your entire team can write, edit and discuss them in real-time. It’s a perfect example of how advancing your technology isn’t just about helping employees work faster — it’s about getting everybody working smarter.

Focus on Public Relations

This is a crucial department for any organization. It can help the organization greatly if the HR Department and the PR department work in sync. How so? Noteworthy publications, mention in famous lists or business awards can help boost up organizations public image which in turn increases the inflow of applicants for job vacancies in the organization. Effective utilization is the key to success here.

An office space unique to its culture

A physical workspace that is comfortable, inviting and warm has a lasting effect on the minds of employees. A study revealed awe-inspiring evidence that elements of office design have a great influence on the productivity and well-being of the people who work there. So, while in the past, an employer’s only concern might be providing a desk, a phone, and a computer, Salesforce now recognizes there’s real value in outfitting office spaces with details like warm LED lighting, windows that provide sunlight and views, desks that can be adjusted to sit/stand for comfort, and dedicated mindfulness areas that help employees rejuvenate. The workspace is also a reflection of an organization’s brand, hence it should be designed with care.

The goal of healthy living

Encourage employees to maintain balance in their lives. There’s a direct correlation between employee wellness and job performance. Similarly, eating healthy and exercising is tied to increases in workplace productivity, getting more sleep helps employees earn more, and meditation helps promote divergent thinking. As an HR professional, you’ll need to build a business case for wellness in the workplace and demonstrate to your executives there is real ROI in having happy, healthy employees.


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3 ways to increase retention in 2019

It costs far more to find and train new employees than to keep those you already have happy and motivated.

Some of the most effective employee retention strategies in 2018 don’t require you to increase salaries or pay out large bonuses.

With smart HR management, it’s possible to hold on to your most valuable employees and develop a strong sense of loyalty that binds the team together for the long run.

However, many companies stubbornly refuse to evolve, paying a steep price for this mistake by having to go through recruitment far more often than necessary.

The following three directions are perceived by industry experts as crucial for employee retention, and should be pursued by all companies regardless of their size or specialization.

Improve with digitalization

Since most HR departments have long been equipped with digital tools that enable capturing data on unprecedented scale, the time has come to take the next step and encourage HR leaders to become better data interpreters, assuming the role of ‘digital managers’.

This may lead to better understanding of needs and expectations of employees, as well as a more objective assessment of each worker’s contributions.

In an atmosphere where objectiveness is the standard, motivation tends to go up and the number of internal disagreements tends to decrease.

Digital managers are also expected to proactively utilize machine learning capacities that have just recently become available.

Take care of employee wellbeing

It’s important for HR managers to understand full context of employee’s lives, including their physical health, family situation and economic circumstances.

This logic is simple – if the company helps the employee resolve their private challenges, the employee will spend less energy worrying and redirect it into his work.

It is a holistic approach that goes beyond basic concern and requires a more involved approach on the part of HR professionals.

Younger employees typically have different things on their minds than middle-aged workers with aging parents, while individual differences also have to be accounted for.

Organizations capable of providing their employees with adequate tools to take control of their lives stand a much better chance of retaining their employees longer.

Invest in continuous learning

We live in an age when learning tools are abundant and easily available. Companies need to learn how to turn this into their advantage by enabling their workers to use top-notch resources to further their expertise.

Many employees value practical knowledge and regard it as their ticket to future success, so they might be more inclined to stay in an environment where they are constantly in touch with new ideas and facts.

Personalized and data-based learning programs are becoming more common, allowing for faster advancing and better targeted curriculums, while the employees should be given a choice how to consume the educational content.

Multimedia learning systems with AI capacity have the potential to improve company culture and attract highly motivated, knowledge-hungry workers to the company.

The labor market remains very dynamic, so key factors for employee retention could gradually change over time.

Companies are forced to evolve their policy on a continual basis, but some directions can be anticipated and therefore streamlined. Taking action now and applying some of the principles laid down in this article can make the difference between emerging as a shining example of progressive employer and losing most of your team leaders in a hurry.


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What is a Blended Workforce and How Can It Help My Business?

While hiring has traditionally revolved around long-term contract hires, blended workforces are quickly becoming more popular. These workforces combine individuals with different types of contracts, bringing freelancers, part time workers, and traditional contracts together to create a more flexible and scalable workplace. This trend brings complexity to HR management and payrolling, but offers numerous advantages to businesses of all sizes.

What is a Blended Workforce?

Traditional hiring means hiring everyone with a fixed contract for a set period of time and a set contract. Today, more and more people prefer to work more dynamically, taking on freelance, part-time, and contract roles. The gig economy means that more individuals are able to work on a short-term contract basis, filing short-term needs as they become relevant and then moving on.

Scalable Workforces

One of the biggest challenges in any growing organization is bringing on employees at a rate which matches internal needs to drive value. With traditional hiring, companies are forced to bring on full-time employees often before they are able to fully contribute, simply because demand is too low.

Hiring part-time and freelancers enables you to bring in work on an as-needed basis, so that you can perfectly meet demand without increasing overhead more than needed. This is especially advantageous for businesses with seasonal demand, because you can scale your workforce up and down quickly and easily.

Bringing on Experts  

Most organizations can benefit from technical experts and highly-skilled individuals, but many don’t have the resources to hire and bring them on without creating more overhead than value. Hiring freelancers gives you the opportunity to bring experts and specialists on for short-term projects or a low number of hours per week, so that you can benefit from expertise and specialisms without paying for a full-time employee you can’t make full use of.

Motivated Individuals

Choosing when and how to work gives many people freedom and the ability to keep themselves challenged and motivated without becoming stuck in a static environment, which can benefit you a great deal. The only caveat here is that you must be willing to bring even contract workers on as full members of the organization, so that they feel as though they are part of the organization and are motivated to contribute to organizational goals.

Outsourcing

While outsourcing isn’t always a good option, it can be extremely cost-effective, especially for technical roles such as developers. Outsourcing allows you to reduce the cost of technical work by moving it to another country, where you pay less per hour for labor. However, this can cause some issues in terms of communication and timelines, so you should carefully manage and set up infrastructure to ensure good communication before doing so.

Today, most companies hire as many as 48% of employees through part-time or freelance contracts, giving them room to hire on more people in new and different ways. Organizations benefit from this in numerous ways, creating more opportunities for flexible and scalable workforces, where you can bring employees on in an as-needed function, even when they are very high-level or specialist.

While you will need additional HR structure to support different types of employees and to manage short-term contracts and hires made through agencies or freelance, the payoff is often very high in terms of enabling even a smaller organization to cut costs while ensuring that skilled labor is available where needed.


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5 Ways to Ensure Talent Retention During a Restructure

Restructuring is an often-necessary tool for organizations wishing to align with new or old goals by redefining their workforce. This can take the form of introducing new work methods such as agility, but also often involves merging and splitting teams to create a new and more dynamic company structure.

While it’s necessary that you will lose some employees during times of change, and some by choice, many organizations lose top talent during a restructure simply because restructure can be disheartening, demotivating, and can cause even good employees to leave.

Taking steps to ensure talent retention during a restructure will save your organization money and most importantly, your star performers.

Build Trust with Transparency Before the Restructure

While many organizations attempt to minimize foreknowledge of restructures to reduce speculation and talk, this often achieves the opposite effect. Employees will learn about restructure long before it hits, and many will begin to look for new roles as they fear moving, losing their role, or difficult change.

Being transparent and building trust with honest and authentic dialogue will help to prevent this. Consider scheduling town-hall meetings, one-on-one meetings with managers where appropriate, and regular updates for everyone involved.

Invest in Employee Development

Continuing to invest in employees during a restructure directly shows that you are continuing to maintain commitment to your workforce.

For example, by offering workshops and e-learning or courses to help employees develop needed skills, creating mentoring and coaching programs for those in need, and offering direct training for new processes and software, you will show employees that you are committed to keeping them.

This also means investing in employees who are being let go. Working to offer outplacement and proactive career services to move existing employees into new roles will show that you’re invested in ensuring everyone is taken care of – which will help to boost total employee morale during the restructure.

Directly Connect Restructure with Goals and Strategy

It’s important to directly connect changes to goals and strategy because doing so is motivational and inspirational.

For example, by sharing the fact that new approaches increase customer satisfaction or reduce costs or otherwise directly connect with company strategies, you show that making changes will have a direct return on investment. Similarly, you should share positive results from change as they happen to keep everyone motivated.

Clearly Communicate Expectations for Newly Defined Roles

Most restructuring means change at every level of the organization. This may mean redefining roles, changing software, and even new teams or merged teams who must achieve new things or achieve them in new ways. Clearly communicating and offering training and development for change is important. At the same time, it’s also important to offer recognition, opportunities to lead or develop, and direct praise for adapting and meeting or exceeding new expectations.

Hold Leadership Accountable for Change

No matter what change is happening during your restructure, it’s important that leadership exemplify it. Holding managers and leaders accountable for change and showing change first is crucial to ensuring adoption and high morale throughout the rest of the organization.

You can typically achieve this by bringing leadership into specific training courses and workshops first, which will give them time to adapt and learn what the restructure means for everyone before introducing it to the rest of the workforce. If you start with developing leaders, the rest of the teams will follow.

At the same time, you want to avoid making leadership change seem different from that of the rest of the workforce. Bringing training together and pairing leaders with workers at every level during later training will help to reduce uncertainties.

While restructure is often difficult for everyone involved, retaining top talent during the process is often about being transparent, showing appreciation for employees even when letting them go, and offering direct opportunities to develop and move forward with the new structure.


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3 Examples of How Company Culture Affected Talent Retention

Company culture describes who a company is at its core, ranging from behaviors to attitude towards employees and how employees complete work. It’s a company’s personality, integrating work environment, company values, ethics, expectations, and leadership. While it’s often under-valued in organizations, who may not work to create a specific company culture at all, culture is increasingly recognized as a valuable factor in helping organizations to succeed.

Microsoft

In 2014, Microsoft was facing a failing market and a rapid loss of talent. With decreasing profits and an internal culture built around intense competition and infighting, top talent was leaving for competing companies. Satya Nadella stepped in as CEO with the intent of changing this, not by using the same heavy-handed tactics as his predecessors to force individuals into line, but by changing company culture. His approach centered around rebuilding Microsoft’s culture in a flat-hierarchal organization, inspiring 124,000+ employees to embrace learning and empathic collaboration rather than competition.

Today, Microsoft is at the height of its game, and its talent loss problems are gone. The organization thrives on creative collaboration, actively drawing in top talent and now has an average talent retention of 3+ years.

Hewlett Packard

HP, like Microsoft, was formerly at the top of its game and among one of the first companies to establish the importance of company culture with the HP Way. In 1978, when founders Bill Hewlett and Dave Packard handed over the reins to John Young, that began to change. By the 1990s, HP had become a fragmented, top-down culture in which hierarchy reigned supreme. The organization began to flounder, losing CEO after CEO, until Meg Whitman, former CEO of eBay stepped in, splitting the company in 2015 in an attempt to solve internal issues. That split paid off, as HP was able to use the separation to reinvent sales and culture, creating a system focusing on behavior, activities, and performance and rewarding an intersection of all three. With a new investment in company culture and a commitment to innovation, HP Inc, headed by Dion Weisler, the company commits to trusting people first and intervening only when it’s necessary. As a result, the company has seen a 13% increase in total sales, with employee and talent retention up.

Cisco

Most people don’t think of Cisco when they think of companies with good organizational culture, especially considering the company was once known for a hard top-down management style. But, with an average employee duration of 7.8 years, Cisco has one of the longest employee retention rates out there. Cisco’s Our People Deal focuses on connection, innovation, and mutual benefit, with a much flatter hierarchy and a massive breakdown of silos. Cisco’s shift away from simply working to giving talent a space to innovate, develop, and build themselves while working makes the company truly attractive to top talent, as exemplified by their long retention rate.

While there are a lot of ways to build a company culture, the companies with the best talent retention have structured theirs around people, innovation, and development, with flat or open rather than top-down hierarchy. While your own culture can include some of many of those elements, deliberately developing culture to include employee retention will pay off, and in a big way.


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How to retain employees using work/life balance perks

In today’s business landscape, companies are fighting for top talent. Skill shortages mean that it’s going to get harder and harder to find team members who perform well. Since it’s likely that a small percentage of your team are top performers who contribute the most, it becomes increasingly vital to retain and upskill your best employees. You can do this by using work life balance perks to incentivize employees and decrease turnover.

3 ways you can retain employees using work life balance perks

In-office perks

In-office perks could include anything from a company break room to a gym, or even an open bar on Fridays. Providing ways for your team to unwind and relax together is great for teamwork, builds camaraderie, and helps them enjoy their time at the office outside of work. These in-office perks are great for team members who keep long hours due to client schedules, since they can take breaks between meetings or tasks to relax and focus on themselves for a while.

Work-from-home days

Remote work is on the rise as the gig economy takes off around the world, and for good reason. Giving your employees days to work from home can cut your turnover in half, and drive productivity. A Stanford study showed that productivity shot up by 17 percent and employees are half as likely to leave the company when they can work from home. Consider allowing your team to work from home 1 day a week, so they can avoid long commutes and spend more time with their family, pets, and in the comfort of their own home while delivering quality work.

Flexible hours

Flexible hours allow your team members to take control of their own schedules and manage their work life balance within certain parameters. As long as your employees continue to deliver on their work, allowing them to do it at the time that best suits them will give you a leg ahead of your competition. Not only will your employees get to structure their workday around peak productivity hours, they’ll be able to avoid rush hour!

Using work life balance perks is a great way to keep your top performers and attract qualified candidates to your business. Not only is it more important to retain employees in the skill shortage, it’s also cheaper to keep great employees than to hire new ones. Use these ideas to keep your teams in top form!

Further reading: Not sure how your HR team is doing? Here are the HR metrics you should be tracking.


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Leadership Techniques: How to Manage Legacy Employees as a New Manager

Moving into a role as a new manager can be difficult under normal circumstances. However, legacy employees, typically defined as those who have been with a company for 10+ years, further complicate matters.

On the one hand, legacy employees often have a long history of dedication, loyalty, and good work. On the other, many operate using old processes and structures, may be resistant to change, and are often unwilling to accept the expertise of outsiders who often (arguably) do have a lot to learn.

In some cases, the answer to legacy employees is simply removing them if they are not willing to adapt to new processes. In other cases, working with legacy employees to introduce the how and why of new processes, or otherwise help them to adapt to new leadership may be beneficial in retaining valuable and loyal employees.

Drive Buy-In

It’s important for any employee understand leadership changes and structure, but many new managers don’t make the effort to generate buy-in for legacy employees. This creates problems where needed changes are obvious to the new manager but often intelligible to the employee.

Workshops, meetings, and one-on-one coaching with employees can help them to better understand why and where change is needed for success.

Show Emotional Intelligence

Most people have difficulty with change and adopting new processes because it challenges their authority and often their ability to do their job well. Understanding that resistance to change is often because of insecurity can help you create a better approach based on their specific problems and difficulties.

Show Respect

A long-term employee may feel that they know the company and its needs better than you. This may be true.

Showing respect by asking for opinions, soliciting advice, and directly sharing the reasoning and information behind your decisions will help to build trust, giving legacy employees further opportunity to feel valued while understanding changes. Operating a culture of transparency gives you and them the ability to see what’s going on, why, and will help them to trust what you are doing.

Redefine Roles

Legacy employees often feel as though they are experts in the company and their job. Redefine roles to better reflect what the company needs now, and offer training and assistance to move to those roles. This can help legacy employees adjust, while helping them understand why change is needed.

Job roles and expectations often change over time, and someone operating in a legacy position may not understand that. By redefining the role with HR using a competency framework, you can better define and communicate both hard and soft skills needed to perform well in the role now.

Terminating Legacy Employees

In some cases, employees are no longer a good cultural fit. They may be unwilling to adapt, may no longer have relevant skills, and may have no interest in respecting new leadership. Terminating their employment (with severance and help), may be the best way to go. It’s difficult to cut long-term employees, and you should give them the option to learn and grow with the company first, but you won’t always have that option.

Legacy employees can be valuable contributors to business, with a long history of loyalty and dedication. If processes and leadership are changing, it’s crucial that they have the opportunity to understand what’s going on and why. Similarly, it’s also a good idea to respect that change is often difficult and showing compassion and recognizing the seniority of the employee in matters regarding company history and processes. Doing so will allow you to build trust and buy-in for change, so you can develop new relationships with your organizations most loyal employees.


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Understanding Why Employees Suddenly Leave

This is a guest post by Eric Czerwonka of Buddy Punch.

Ever wonder why good employees leave?

Employees can quit their job for any number of reasons, like moving away or changing careers. Most of the time, a departure is the result of an accumulation of different problems –all of which have added up, and compounded, leaving them with no choice but to start looking elsewhere for a job.

In most cases, employees often leave due to circumstances or occurrences that are entirely preventable. In fact, in most cases, there are warning signs that an employee is going to leave, even if they’re easy to overlook.

While there’s no way to reduce employee turnover to zero percent, there is a lot that you can do to boost workplace morale and help to ensure that the workplace is one where your team can thrive and grow. Having a positive workplace environment will help to improve employee engagement and retention.

With this in mind, let’s take a look at one of the main reasons that employees suddenly leave, to help you combat employee turnover and keep your good employees longer.

Why do employees leave? Poor Management

People leave managers, not companies.

According to a Gallup poll of more one million employed U.S. workers, the number reason people quit their jobs is a bad boss or immediate supervisor. Some 75 percent of workers who voluntarily left their jobs did so because of their bosses; not the position itself.

Regardless of how great the position is, or how well-paid the employees are, if your management isn’t as it should be, your employees will soon be looking for another job. If you are looking to retain workers, then you should start by investing in your management.

Poor management practices lead to problems

Additional Stress

Not having a good management system in place can cause unnecessary stress on your employees. If there is additional stress that isn’t being dealt with and not going anywhere, your employees will be looking for the quickest exit possible, even if that means walking off the job.

Low Morale

While you don’t have to constantly dish out compliments, it’s important to express your sincere appreciation and gratitude to your employees.

Don’t think it makes a difference?

Consider this: 76 percent of employees who do not feel valued are looking for other job opportunities. That’s significant! Employees who feel valued perform better and are less likely to abandon ship.

Lack of Communication

When your managers aren’t communicating, there will be chaos within the company. A lack of communication is not only frustrating, but it can also be dangerous and stressful.

No one likes to work in a place with no direction, and if your manager isn’t stepping up to lead then no one will know what’s expected of them. This can cause frustration among employees and lead to unneeded tension and stress.

A good manager not only understands their team, they also are in tune with their needs and abilities. They are able to recognize when an employee is feeling run down or overworked and can take efforts to help ensure that a good employee stays around.

Having the right time management tools also make it easy for you to offer your team flexible hours, or even the ability to work from home once or twice a week, something that most employees will appreciate, and both of which can go a long way toward helping them to find a work-life balance, and boosting morale.

It’s no wonder that employees who feel that management is lacking are quick to leave. If you are finding your employee turnover rate is higher than it should be, you might take a minute to look at your management and see if there are areas that can be improved to make a better work environment for your employees.

How do you work to reduce employee turnover?


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How regular workforce analysis can help avoid headaches

Workforce analysis is the process of analyzing your employees and their capabilities to understand current abilities, future needs, and existing gaps. While the immediate benefits of an improved hiring process might be enough to convince you to use analysis as part of your HR process, there are plenty of ways regular workforce analysis benefits you in the long-term.

Good analysis will help you to identify the quantity and quality of employees you need for each task, identify knowledge, skills, and experience that are needed, missing, or soon to be needed. It will allow you to identify changing trends and skills so that you can begin to adapt your existing workforce, and will help you to remain prepared as your workforce changes.

Benefits of regular workforce analysis

Here’s how periodic analysis helps you and reduces business headaches along the way:

Reduced Turnover

Workforce analysis allows you to identify gaps and changing skills needs, making it possible for you to offer on-the-job training to high-performing employees so that they have the opportunity to move up in the company, and you have the opportunity to retain employees with valuable behaviors.

Good analysis will also help you to identify which employees are crucial and difficult or costly to replace, so that you can work to retain those employees, or work to train replacements internally.

Reduced Skills Gaps

Technology evolves at a rapid pace and many employees have skills which are obsolete. Some roles are staffed by someone who no longer fills many of the obligations they were originally hired for, because those obligations no longer exist, while others are short-handed and lack valuable skills. A workforce analysis can help you to begin restructuring to fill gaps, reduce inefficient labor, and ensure that all roles have are held by employees with the technical and behavioral skill to make the most of them.

Preparing for Change

Most industries are in a constant state of change and you may find that teams, departments, output, and technology change every few years. Workforce analysis can help you to recognize where change will happen so that you can begin preparing employees and company structure in advance. This will help you to avoid delays and disruptions when change does happen.

Preventing Unexpected Shortages

If you know when employees are likely to leave or want to move up, you can prepare for it by either having a new employee ready to fill their shoes or offering incentive to remain with the company. For example, by checking when employees typically retire, comparing average length of employment in specific positions, and checking employee satisfaction, you can easily calculate when you are likely to have employment gaps and prepare for it.

Good workforce analysis will help you stay on top of every aspect of your workforce planning and management, from hiring to offering continuing education and advancement opportunities for existing employees. It will also allow you to address issues before they become problems, take steps to ensure that employees are happy and willing to stay, and allows you to adapt your workforce to meet new technologies before they arrive.

This will help you to reduce problems, give you more control over workforce changes, and can be a competitive advantage.


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