What do you do if your employees are leaving despite positive performance evaluations?

A hard look must be taken at the Sr. Leadership as well as the pay and benefits. If they are leaving it is because they are not happy or there is a better deal somewhere else

The positive work performance review tells me two things. 1) the employee can perform. 2) the employee is valued. This does not say anything about how a business stands out among other businesses. If we spend time developing and understanding our people we can help them achieve their goals and and make them feel valued when we follow through; potentially offsetting any compensation woes. When we treat our people like they are important we prove they are our most valuable resource and it’s no longer just a catchy phrase in recruiting material.

In the basic health access specialties, a better financial design shapes more and better delivery team members. This is essential for best practice environments, integration, coordination, and patient centered care. It is optimal for continuity in specialty, same team, same practice and community, and with the same patients. The US design for primary care and basic health access shapes the opposite - fewer and lesser and toxic and turnover by design. There are models with better financial designs, but generally the most desirable employees will find their way to most and best team members in some hospital or subspecialized area - by design. All specialties are complex, but fewer and lesser to share the complexity will drive more away.

Ask them. When excellent staff are leaving, something is wrong. Exit interviews are important. Clearly having these bidirectional conversations earlier and often is best. Performance reviews and evaluations are not a one way street. If excellent performers are leaving or have concerns, the answer may not be about them, but about you. How engaged, attentive and committed are you as an employer to these positive and high performing team members' input, morale, workload, flexibility, benefits or to their growth and advancement?

The relationship with other team members and slight moral issues are big contributors as well. In senior living the job may be great, but if the resident care is not prioritized, it will not be the environment I stay in, no matter how much I like the team! When no understanding of lifestyle programming and the members from that department are ridiculed by another department and it is allowed, I do not trust management, and although my job is great, I will also seek other employment. Lack of staff ratios is yet another reason to leave, also advocacy, integrity and resident care as priorities, are not rewarded, you leave even though money and role are good because the whole experience is actually negative. Priorities ..

Find out where these employees are fleeing to and counteract those agencies. The free agent market for LEOs is exploding in my region on the East Coast. Officers are bouncing from department to department depending on financial compensation, better scheduling, and seeking quality leadership. The true LEO leader will develop a thorough data driven plan to ascertain their shortcomings, rapidly implement favorable conditions, and seek honest information from subordinates. "Because we said so" is turing the new generation off..."because they said so". Deal with it now before your agency suffers further departures.