How To Keep Employees From Quitting?
Duration: 60 Minutes
Every day your employees either move closer towards quitting or becoming more engaged. Yet most employers only wonder why employees quit when they discover the employee is interviewing or turns in their notice. However, employers shouldn't focus on why employees quit at exit interviews.
While traditional exit interviews are helpful for such purposes as uncovering compliance problems or safety concerns, they rarely provide good data for management problem solving or retention purposes. Employers could better accomplish their aims of retention by focusing on what causes employees to stay rather than what causes them to leave. Training the managers that every day is an opportunity to retain employees and alternatively every day is an opportunity to chase off an employee.
Objectives of the Presentation
Instead of focusing on why employees leave, employers could up their retention rate by identifying and eliminating the factors that cause employees to start looking for jobs, or their being open to offers from other employers. Because the factors that cause employees to stay are also the same factors that create employee satisfaction and create engagement and productivity.
Who will Benefit
If your employees who are leaving are those the employer would like to retain, the employer has a BIG problem. Science shows that we become like the teams on which we work, so if your talent is leaving, that's not just a singular problem but a system problem as the employees the employer is retaining are likely not the most talented that you want to become the standard to emulate. Worse of all is an employee who has "left" but is still employed on your payroll.
Zero percent turnovers are neither a possible situation to create nor an admirable one. Not all employees can or should be retained. Many times employees are happier elsewhere and the employer is happier too. Sometimes employees have situations, disagreements or conflicts that can't be resolved to both sides satisfaction. It is important to have an objective system for determining in those situations what the right solution is for everyone, because not all employees should be retained even if talented. If a situation can be fixed, it is also important to have a logical means of making decisions to rectify those remediable situations. For employees that stay, while those conversations can be awkward to say the least, a good conversation properly structured can go a long way to mediate bruised relationships and miscommunications. In fact, such a conversation, while hard, can better many relationships.
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Download AgendaObjectives of the Presentation
- Using performance management tools and performance reviews to conduct a stay interview - without calling it as such
- What to do about the employee you want to keep, who has been treated less than ideal in some way
- Rebounding from money issues. Keeping an employee who has been paid less than standard ranges. Moving past the past
- The situations you can't move past; recognizing those situations and how to respectfully un-engage and part ways
- Having an ugly conversation about the elephant in the room without making a situation worse
- Recognizing employees who are vulnerable to poaching by competitors. What to do?
- What to do when you suspect an employee is job hunting. Just as importantly, what not to do
- Structuring an interview to talk someone into staying
- Having a standardized process for reacting quickly when a valued employee wants to leave
Instead of focusing on why employees leave, employers could up their retention rate by identifying and eliminating the factors that cause employees to start looking for jobs, or their being open to offers from other employers. Because the factors that cause employees to stay are also the same factors that create employee satisfaction and create engagement and productivity.
Who will Benefit
- HR, management
If your employees who are leaving are those the employer would like to retain, the employer has a BIG problem. Science shows that we become like the teams on which we work, so if your talent is leaving, that's not just a singular problem but a system problem as the employees the employer is retaining are likely not the most talented that you want to become the standard to emulate. Worse of all is an employee who has "left" but is still employed on your payroll.
Zero percent turnovers are neither a possible situation to create nor an admirable one. Not all employees can or should be retained. Many times employees are happier elsewhere and the employer is happier too. Sometimes employees have situations, disagreements or conflicts that can't be resolved to both sides satisfaction. It is important to have an objective system for determining in those situations what the right solution is for everyone, because not all employees should be retained even if talented. If a situation can be fixed, it is also important to have a logical means of making decisions to rectify those remediable situations. For employees that stay, while those conversations can be awkward to say the least, a good conversation properly structured can go a long way to mediate bruised relationships and miscommunications. In fact, such a conversation, while hard, can better many relationships.