What are your best practices for managing employee turnover?

Hola comunidad de las mejores prácticas que he implementado para controlar y disminuir son: Concientizar a la dirección general de los gastos directos, indirectos y ocultos que tiene como consecuencia la rotación de personal. Que la rotación no es la responsabilidad de Recursos Humanos sino de los líderes. Que es posible detenerla si los líderes son habilitados en soft skills que les primita administrar de forma consciente a los colaboradores que tienen a cargo. El sueldo sólo es una de las variables que generan la rotación pero no es la más importante.

I’ve spent years talking to employees at all kinds of organisations, large and small. The one thing that sticks out to people, the thing that makes them want to stay or leave is how they’re spoken to. Do they feel valued? Do they feel like their opinion counts? Do management ask about them? You can get huge buy-in and engagement simply from asking questions, from being curious, from involving them in their own solutions and not imposing them. It builds trust, engagement and productivity. Massive changes in organisational culture and attitude can occur when management avoid an imposing and didactic style.

I agree with this first step. You must know what's causing people to leave (and I add stay as well). I too have found, career/professional development and growth opportunities, culture, and bad management are high on the list of why people leave.

People leaving a company is inevitable. Finding out why is sound business. An organization is only as strong as its culture and from experience, a top reason employees leave a company is mismatched cultural fit. Either personal values no longer align with company values or the work environment is toxic. The people function (which includes employee engagement, development, and retention) is directly affected by the shared values, belief systems, and attitudes in the workplace. When core values are just words on the wall, or administrators emphasize processes over people, or leaders enable bad managers, the end result is usually a revolving door of employees. People want to work at a place that drives their purpose. Not kill it.

Identifying and addressing the root causes of turnover. This can be done by conducting exit interviews, surveying employees, and tracking turnover data. Creating a positive work environment.This includes providing employees with opportunities for growth and development, ensuring that they have the resources they need to do their jobs, and fostering a sense of community. Offering competitive compensation and benefits.This is an important factor in attracting and retaining employees. Encouraging employee engagement can be done through employee recognition programs, team-building activities. Managing employee performance effectively.This includes providing employees with clear expectations& providing feedback.

Managing employee turnover while fostering a positive work environment, involves several key practices. First, open communication is paramount. Regular one-on-one check-ins allow employees to voice concerns and provide feedback, promoting transparency and addressing issues proactively. Secondly, investing in professional development shows my commitment to their growth, reducing the likelihood of seeking opportunities elsewhere. Additionally, creating a supportive culture where achievements are recognized and contributions are valued fosters loyalty and engagement. Lastly, offering flexible work arrangements demonstrates understanding of employees' work-life balance needs.

Employees want nothing special, they’re not divas or demanding. They require what we all want; Transparency - from the company of the vision, goals and progression for both the company and employee. Autonomy - Nobody likes being set up to fail, people want to be given the tools and platform to go out and perform to give the best account of themselves and excel at what they do. Trust - employees were hired because they were trusted, they don’t have to earn trust. Treat them as adults, give them what they need to succeed and sit back and watch them perform.

Showing appreciation is the cheapest retention tool in the book. Teach your colleagues to spot what people are doing well, notice something specific and say thank you. Help them find authentic ways they feel comfortable to recognise others' hard work and talents. We all want to be seen for our unique contribution. Aim for a ratio of 5:1 positive comments to constructive feedback. Keep it simple, but make it real, so add to "Thanks for your comments on that last call..." with, "it really helped clarify what everyone was thinking, you summarised our plan really well", or "Thanks for writing that report...you've really nailed the five reasons for taking this action and also highlited the risks and dependencies for us to think about".

To effectively manage employee turnover, prioritize the establishment of a positive work environment that nurtures teamwork, open communication, acknowledgment, and confidence. Cultivating an organizational culture that cherishes employee input, acknowledges their efforts, and encourages growth is pivotal. Strive to offer consistent feedback, show appreciation, provide flexible work options, and advocate for a harmonious work-life equilibrium. Such an environment fosters employee loyalty and engagement, reducing turnover rates.

Conducive environment that recognizes employees contribution. Quarterly employee engagement forum, anonymous feedback mechanism and a robust retention policy will be of great help..

It's amazing to me how often this piece of the puzzle is overlooked. There should always be a diverse and qualified leadership pipeline being built at all times. Personal and professional development is essential and shows you care and want to invest in your people's success within the organization. Leaders should work with their teams to create and develop succession plans at all levels.

There are software tools that can help with this too as well as the simplest method which is talking with people about what they want from work, career, home life

By implementing effective talent development and retention programs, we address the concern of limited career opportunities. Through training, clear goals, career paths, and mentorship, we enable employees to acquire skills and advance professionally, fostering a more engaged and committed workforce.

There's so much work to be done when it comes to pay equity. There have been countless numbers of research and data on pay inequalities. Leaders should make it their priority to have fair and equal pay and also be transparent with this information.

In the oil and gas industry, aligning compensation and benefits is vital for employee retention. For instance, conducting industry-specific market research and benchmarking ensures that our compensation packages remain competitive. By transparently communicating comprehensive benefits that cater to the unique demands of the sector, such as health and safety provisions, we demonstrate our commitment to our workforce

Why woukd you want to miss out on the most insightful, informed and invested voices in your organisation? Give a group of employees your most wicked challenges, and with a little facilitation help, they will generate just as many creative ideas as your exec board, and they'll probably be more workable ?? Examine what you are afraid of happening if you adopt a more distributed form of leadership, because the benefits of involving a wider group of stakeholders in problem solving and decision making are clear.

In the airline industry, effectively managing employee turnover involves actively engaging and empowering our staff. Recognizing their input, granting them more autonomy, and nurturing a collective sense of purpose are essential steps. When airline employees feel connected and empowered, they're more likely to excel in their roles, stay committed, and contribute to the company's success over the long haul, benefiting both them and the airline.

Engaging and empowering employees is the key for employee retention and reducing employee turnover. It motivates people to be on the job and contribute positively for organisation growth.

I think all companies should start by calculating the total cost of turnover. Calculate the direct and indirect costs associated with turnover, including recruitment, training, lost productivity, and decreased morale. Only after seeing how high is the cost you will know how big the problem is and where to start tackling it.

Always measure and make the necessary adjustments when it comes to this data. It's never a once-and-done initiative. This activity should be monitored regularly until it's no longer an issue (and even then, don't get too comfortable).

One of the best ways to figure out how to retain your employees: Talk to your own recruiters and ask them why candidates are taking their calls and accepting their offers. Chances are the same people you're hiring have the similar pain points as to why your people are leaving. The main reasons why candidates take my call: - Money: they want to be paid fairly - Growth: they want to move up, not stay horizontal - Empowerment: they want a voice, a seat at the table - Flexibility: No one wants to be glued to an office chair (especially in the office) 8-10 hours in a row. They want more autonomy The more issues you address, the better your retainment will be.

All the above are solid recommendations for reducing turnover. What I would add to it is to make sure you’re not viewing all turnover as bad turnover. Fail to do this and you may end up hoarding talent or keeping people in roles who ultimately should be be moved up or out. There are lots of reasons for positive turnover, and you need to make sure you’re being thoughtful in how you’re managing toward and away from both outcomes. If you’re growing and building strong talent, you should be planning for turnover in roles inside and outside your team. The key is being intentional about when, why, and how it’s happening.

I would add the best way to ensure employees don't leave you is to make sure you are hiring the right employees to begin with. Be clear with the job description and role to yourself and with the candidates. Next is, to be sure of the sound onboarding process that helps them to set up for their success in years to come. Apart from the above mentioned, to retain the talent, the MATTER model helps. I have read this model and this makes a great practice for leaders to follow: M - Meaning (define Purpose) A- Accomplishments ( Seek out what they are proud of accomplishing) T - Target (know what they want to achieve) T - Thinking (explore style) E - Energy (what will expand/deplete energy) R - Role (contribution to the big goal)

At the core of managing employee turnover is a relentless pursuit of meaningful work. By aligning their roles with their strengths and passions, and nurturing a culture of learning and growth, we create an environment where employees are deeply engaged. Prioritizing their health and well-being through tangible initiatives further solidifies their commitment, resulting in reduced turnover and heightened productivity.

Effective employee turnover management integrates both monetary incentives and alignment with personal passion. Recognizing the significance of financial compensation. Simultaneously, by discerning individual passions and structuring roles to resonate with them. Offering timely growth opportunities further fortifies this approach, fostering loyalty and reducing turnover.