Losing a good employee is always expensive for a company, but there are methods to reduce unwanted rotation. The basis of their effectiveness is systematic monitoring of employees attitudes, forecasting the number of departures and identification of groups most at risk of rotation. This information allows you to prepare an effective development program.
One of the most important goals of satisfaction surveys in a company should be to assess the risk of leaving employees.
The departure is determined not only by the employee's feelings about the current job, but also by the individual needs and expectations of the employee regarding career opportunities.
Therefore, the factors that shape individual decisions are:
• individual psychological and social features;
• specific organizational problems;
• general situation in individual industries;
• situation on the labor market.
The main factor determining the search for a new job in this group is unsatisfactory earnings. Blue-collar workers are leaving because they find their wages inadequate for their work, they are dissatisfied with the benefits they receive, and they assess the company's remuneration system as unfair.
Poor working conditions are another very important reason for these people to leave. Ensuring safety and adequate comfort of work, especially in the lowest positions, is not only a necessity, but also an important investment increasing the effectiveness of personnel policy.
Another factor strongly influencing the decision to leave or stay in the company of workers is the feeling of a real opportunity to demonstrate their current position and obtain promotion. If they do not see a chance to raise their position in the company hierarchy, then their tendency to leave is much higher.
Why specialists are leaving company
Whether the employees of this group decide to change employers is primarily influenced by the professional development opportunities offered by the company. These are mainly attractive training and opportunities for further training outside the company. It is equally important to receive tasks that are professional challenges, allowing you to learn new skills and deal with unusual situations.
The bond with the organization and a sense of pride in belonging are extremely important for specialists. Employees who consider their organization to be prestigious are much less likely to look for a new employer. Emotional identification with the company, its brand and values is important.
What determines the change of work by specialists is also the level of motivation to perform the tasks entrusted to them. People involved and performing tasks with passion are much less willing to look for a new occupation in another company.
Other factors increasing readiness to change the work of this group of people are:
- lack of a sense of stable employment,
- poor working conditions and atmosphere,
- the need to perform tasks that are incompatible with the principles,
- dissatisfaction with the amount of remuneration (this factor affects the work of specialists and managers with much less force than previously assumed).
Learn from those who are leaving
You won't force anyone in the company, so if a team member is determined to leave, don't hinder him. However, try to find out a little more precisely the reasons for this decision. The catalog of possibilities is quite large - outgoing ones point to issues such as low or inadequate earnings, knowledge, scope of duties and responsibilities, or bad atmosphere (e.g. frequent quarrels with the immediate supervisor or colleagues, disrespect for people, stress). They also mention inadequate organization, division of tasks and management, lack of development opportunities, too many responsibilities or bad reputation of the employer. These may also be issues such as the desire to change the scope of tasks or place of residence or plans to set up your own business. These reasons can be known, e.g. during exit interview, or "interview" in the form of a paper interview or online survey regarding the termination of cooperation.
People who leave the organization usually speak honestly about it. The answers you receive "goodbye" can therefore be valuable tips for the future in relation to current employees. In addition, it is worth remembering that parting in a good atmosphere can also contribute to the fact that the person will be positive about the former employer. Such direct recommendations are especially important now that the times when recruiter boxes are bursting at the seams of application documents. There are also situations in which after some time specialists ask themselves for the possibility of returning to an earlier position.
Staff turnover at a low level can give a new look. In many organizations, however, the scale of this phenomenon is growing and is a big challenge for employers. We should remember that replacing a person especially with key qualifications and competences for the organization is associated with the costs of both recruitment and adaptation of a new employee - so it is one of the situations in which prevention is better than cure.
Let's provide our employees with thoughtful management that takes into account their individual motivations and gives them the opportunity to develop.