How do you address employee turnover?

Exit interviews are usually safe answers that do not "burn the bridges" and rarely get to teth issue that first drove the employee to look elsewhere. On going conversations, empathy and respect will preclude a cause to look elsewhere from occuring

Exit interviews are a great way to capture the feedback you need about the reasons why an employee is leaving the organization. The best way to capture data is by using a third party vendor. Many times employers are hesitant to provide direct feedback to the HR team in the organization. As you capture data you can gather the metrics to help you think strategically about the strategies you might need to employ to address any issues that are revealed.

Fire prevention is always better than fire fighting. I think lack of effective communication is the key reason that small incidents sometimes grow into bigger problems leading to employee dissatisfaction and turnover. - Have a written communication plan for each employee. - Regularly have 1 to 1 sessions with staff - Have an effective performance management & and reward system Appreciation is the magic formula. How often do you say thank you to your team members? How often do you encourage your staff for any goals? Last but not the least, making timely decisions to address any issues that has been highlighted by the staff.

Employee Engagement Surveys can be a great tool if administered correctly. Emphasizing the importance of fostering trust among the workforce and ensuring the confidentiality of their feedback by collaborating with third-party vendors is key. Another critical component is that once you have analyzed the data, build steps to communicate the results and create a strategic plan to define the top findings, what the solution is, and how it will be implemented. Once you have an action plan to make changes, employees will be encouraged and feel their voice is being heard.

Furthermore, it can be asserted that a lack of clear organizational purpose is another factor contributing to turnover. Additionally, the absence of clarity at the management level is recognized as one of the primary drivers of turnover. It's worth noting that there are instances of voluntary turnover when individuals depart from an organization due to social circumstances, illness, or a preference to be closer to their families in order to prioritize their health and well-being.

A very important part of the hiring process is the on onboarding process. How does your organization onboard new team members? An important part of retention is onboarding and clarity in what the employee’s role is and making sure they have the connections and information needed to be successful in their role. Be intentional about what their first 30 and 60 days are like. Create an onboarding plan!

To address employee turnover, consider the following steps: - Understand the reasons behind employees leaving. - Conduct exit interviews to gather feedback and pay close attention to the hiring process. - Hire individuals who align with your company culture and objectives. - Keep compensation and benefits in line with market trends. - Encourage a healthy work-life balance. - Recognize and appreciate employee contributions. - Provide learning opportunities through L &D programs

Developing a winning talent acquisition strategy is the start of retaining top talent. Here are a few things to review when creating your strategy: 1) Look at your Application process. Is it easy to do? Are you using technology to help automate? 2) How many interviews do candidates go through? Could you streamline this? 3) Create a communication strategy that keeps the candidates and hiring managers informed of the progress - so everyone is on the same page. 4) Look at behaviors and characteristics - define what these are. 5) Review how you share your "company story," core values, and culture.

Hiring criteria must be flexible. Being a human there is no one perfect in this world. Yes as per the job requirements you can set pre criteria. Jobless candidates are ready to accept the offer, but on the job candidates always look for better which is acceptable. Onboard new joiner orientation is very important to understand company culture, values and current practices. Unfortunately we are still lacking in this domain.

Higher employee turnover during first year is a great indicator that something needs to be changed in the recruitment. One of steps that worked very well in our case was a simple business case covering similar tasks to those required from a jobholder. Hiring manager, functional head and HR could see how the candidate performed and provided feedback on the spot. A candidate had better understanding of what will be required in the job and experienced a business interaction with future managers. Let′s keep in mind that both employer AND the candidate make an uneasy decision with long term impact, so we should design a recruitment process that helps both parts to decide well.

Effective onboarding is a powerful tool for not only engaging newcomers but also catalyzing their seamless integration into a proactive team within the organization. It's imperative for all stakeholders to acknowledge that the first 90 days hold profound significance as a measuring period for both employers and employees. During this critical phase, employers gauge the employee's performance, while employees assess the organization's dedication to their well-being and professional growth.

Everyone wants to know how they can grow in an organization. It is never too early to ask the question, “Where do you see yourself in 3-5 years?” Having this knowledge helps you think strategically about the opportunities you should be providing along the way to keep your employee engaged. Don’t be afraid to have the conversation so you can be informed and be an active partner in your employee’s growth.

Offering career development opportunities is crucial in reducing employee turnover. It shows that you value their growth and success. Performance reviews, coaching, and training can help them reach their full potential. ??

Almost every person I have interviewed will ask about career development. There is value in defining who your top performers are in the organization, finding out what they are most interested in, and helping them achieve their goals. Performance reviews are changing, and one way to stay connected is by creating a space where employees talk often with their managers to share interests, insights, what's working, what's not working, what we can do better, and how we can help them.

By investing in employees' growth and development, organizations can increase employee engagement, motivation, and loyalty. By aligning career development with employee interests and goals, organizations can create a more fulfilling and rewarding work environment that encourages employees to stay and grow with the organization.

Ask your employees if they have everything they need to be successful. If the answer is no, ask them what they need to be successful in their role.

When you foster a culture of trust, collaboration, and communication with your employees, they will feel empowered to share their thoughts and ideas. You can find some of your best ideas by giving employees the autonomy to be creative. One idea is to create brainstorming sessions with appropriate contributors and see what you come up with.

Employees are the backbone of any organization. To truly empower them, it's crucial to prioritize their engagement and satisfaction. This can be done through anonymous surveys that asks employee to rank their experience or opinion on different aspect of work (team dynamics, culture, development, etc.) The organization also needs to be prepared to address the results and formulate and action plan going forward.

Get proactive about the issue. Conducting stay interviews helps to create an open dialogue between the employee and the leader. When is done in a safe environment, it creates a two way dialogue and can surface any issues before they because reasons employees leave the organization.

Communication is key! Trust is built by honest and trustworthy leaders who are held accountable. Integrity is crucial and courageous conversations are a must.

Employees need to feel financially rewarded in addition to having professional growth opportunities. If you want top talent, you should aim for at least average+ compensation coupled with the right work environment.

Not measuring is like trying to see in the dark. To prevent top talent from leaving, companies must use the right tools to collect employee insights and detect what’s happening within their workforce. This is where predictive analytics take relevance since they are key to identifying potential risks and implementing the right strategies before it’s too late. Organizations need to leverage technology that allows them to collect the right data, such as continuous engagement surveys. Once they gain the insights, they should analyze them and look for patterns and trends. This would allow them to spot early warning signs and patterns associated with attrition risks and intervene proactively to prevent employee turnover.

You need to work out if your issues are in hiring or retention, so measure both. If people are leaving in there first 6 months, chances are your issue is in your hiring process. If your people are leaving after that, probably some issues on retention. And if it's both, you've got some work to do!

The biggest challenge in providing career development is managers who are able to see talent because talent is often overlooked especially with introverts who do not engage in self-marketing. Therefore it is necessary to invest in leadership and train them to see less obvious talent. Furthermore, it is common for people to leave due to poor leadership. Therefore it is worth investing in enabling your leadership.

Instead of only onboarding a person, consider what it would take to indoctrinate them. We see research suggesting helping a person understand themselves and how they can contribute to an organization based on their strengths and passions. They may also be interested in learning or improving their skills as a means of development. A traditional onboarding program is about how the company wants you to act. We saw resistance to this in the "Great Resignation" - people lost their unique, authentic selves.

Practice active listening and provide your employees a platform to voice their concerns without the fear of being reprimanded. Turnover happens when employers stop listening or don't act on employee concerns.

This tactic won’t work for all positions in your organization, but if you have managers that are capable of leading teams, I like putting them into a career swapping rotation. What that looks like is moving leaders to lead different teams every one to two years. Suppose you have a gap in your safety organization. It might be wise to find a good leader who’s good at managing people/processes and have them take on the role of safety Director for the company. Set clear KPIs, and expectations, and deadlines for them and the team. Let them know they’ll become eligible to rotate into another role within a year if the KPI‘s are in alignment. This allows for them to learn another area of the business and allow some time for you to evaluate them.