What do you do if your team is experiencing a high turnover rate?

Understanding the underlying reasons is critical towards employee motivation and retention. Oftentimes people believe its the money, however work culture, team engagement, psychological safety are also key points to be considered. I would start with a conversation with the people who have already left the organization or are in the process of leaving - they are the most likely to give me an honest feedback. My next step would be to have 1 on 1s with my high performers, share with them my concerns and the feedback from the past employees and seek their suggestions. This will not only help in engaging my high potential team members but also bring to the table honest and executionable ideas.

When identifying the causes of high turnover rates, it's crucial to delve beyond surface-level factors. While visible issues like compensation or workload may play a role, it's equally important to explore deeper-rooted issues such as workplace culture, leadership effectiveness, and opportunities for career growth. By conducting thorough investigations, including exit interviews, employee surveys, and data analysis, organizations can uncover the underlying causes driving turnover and implement targeted strategies to address them effectively. Taking a holistic approach to identifying causes ensures that solutions are comprehensive and sustainable, ultimately fostering a more engaged and committed workforce.

A high turnover rate can be incredibly disruptive, impacting morale, productivity, and overall business success. Here's what you can do to diagnose the problem and implement solutions: 1. Gather Information through Exit Interviews, team surveys, and managers feedback. 2. Identify Root Causes, including Work-Life Balance, career development, company culture, or Compensation and Recognition. 3. Implement Solutions like Open Communication, Workload Management, Competitive Compensation and Benefits, and Leadership Development. 4. Track and monitor Progress After implementing *Track key metrics like turnover rate and employee satisfaction. Team feedback and prepare to adapt your approach based on the feedback received. #Feedback #Balance

When employees leave your organization, conduct exit interviews to understand the reasons behind their departure. This can provide valuable insights into the issues that are leading to high turnover rates.

Optimize Your Talent Acquisition—Craft "precise job descriptions" and evaluate candidates for both "cultural alignment" and skill set. Maintain transparency about role expectations during interviews to prevent future role-hire mismatches. A meticulous hiring process is pivotal in choosing candidates who will "commit long-term", thereby minimizing turnover costs and disruptions.

Seeking cultural fit in candidates might be helpful but could also limit your talent pool and stifle creativity if you have a homogeneous organization. You might also consider seeking a diverse candidate pool. Perhaps the problem could be the team is not diverse enough to attract a wider range of talent. Sometimes too much similarity can be a source of conflict.

When compensating employees, be sure to acknowledge your top talent monetarily. Top talent knows their worth and can easily jump ship.

"Elevate Retention with Rewarding Compensation"—Align salaries and benefits with or above industry standards. Incorporate "non-financial perks" like flexible schedules, remote work, and wellness initiatives. Such comprehensive packages can be key to keeping talent, often weighing as heavily as salary in their decision to stay or move on.

Face à un taux de roulement élevé dans une équipe, il faut opter aussi pour un programmes de reconnaissance : J’instaurerais des programmes de reconnaissance pour valoriser les contributions des employés et augmenter leur engagement envers l’entreprise

"Nurture a Thriving Work Environment"—Build a culture where "respect, teamwork, and transparency" flourish. Celebrate successes to "value each contribution". Tackle toxicity swiftly; a "healthy culture" is vital for retention and attracting new talent.

Cultura é sempre o cerne da rotatividade. Mas avaliar e cultivar a cultura, é um processo sistêmico. Imagine uma rede de irriga??o em uma planta??o, aquilo que é irrigado (recebe valoriza??o, reconhecimento e benefícios) cresce. O que vocês tem irrigado/cultivado?

Face à un taux de roulement élevé dans une équipe, je faut aussi penser à améliorer des conditions de travail : J’explorerais les moyens d’améliorer l’environnement de travail, y compris l’équilibre entre vie professionnelle et vie privée, les avantages sociaux, et les opportunités de développement professionnel

321 / 5.000 Diagnosing the company's culture can help with an external look at how the culture is in its various aspects and not just in terms of retention. The actions arising from this diagnosis are fundamental to composing a corporate plan so that the company can address the gaps and achieve the "desired culture".

There must be a balance between development actions sponsored by companies and actions that motivate employee self-development. Nowadays changes are occurring at a great pace, requiring continuous self-development without being able to wait for a plan or course. On the other hand, the development of soft skills or regulatory training can occur with the sponsorship of the company according to the position or function.

Employees are more likely to stay with an organization that offers opportunities for advancement and professional development. Implement training programs, mentorship opportunities, and career paths to help employees grow within the organization.

Eu, como Gerente ou o Líder de bordo dos navios onde tive a oportunidade de liderar sempre uma boa equipe, procurei manter um equipe quase 100% fixa pelas seguintes a??es: 1 - Primeiro eu procurava conhecer meus colaboradores para saber como ajudá-los e merecer a confian?a de todos; 2 - Após conhecer e conquistar a confian?a de cada colaborador, sempre lutei junto a empresa para n?o mexer na minha equipe, a n?o ser quando fosse por vontade própria do colaborador. 3 - Sempre procurei conscientizar meus colaboradores que trabalhando com dedica??o e seguran?a, os resultados de metas e performances seriam sempre positivos e, lógico, ninguém que ficar mexendo no time que está dando certo.

Humans are creatures of habit and prefer stability. -If people are consistently moving out, ACCEPT that the current model/ leadership style is not working. CHANGE or modify it. - Check in that they FEEL SAFE and SECURE about their job, and sharing their mind. LISTEN to their concerns - Connect with the team and KNOW their MOTIVATORS - monetary, worklife balance, power, learning, recognition, exposure. Aid working with them towards their individual goal fulfillment along with the organizational goal. - Build trust through team activities/outings - EMPOWER them/ delegate decision making - Ensure CLARITY & transperancy in the goals or decisions - Take external help(senior/coach) - Take feedback seriously- Employee Satisfaction or exit surveys

Genarally, employees leave managers and not companies. Leadership training is needed for managers, and growth opportunities should be always open for employees especially high performers. C&B comes next along with robust and attractive retention tools!

Sempre vá em cima da cultura: o que cultuamos e cultivamos em nossa empresa. Checa para onde está indo toda a energia/recursos. Será que está alimentando a cultura certa ou a cultura errada?

Assess the effectiveness of your leadership and management team. Poor leadership can be a significant factor contributing to high turnover rates. Provide training and support for managers to help them better engage and retain employees.