Employee Attrition... Warning signs and ways to address them.

For almost 11 years I have been building teams for everything from start-ups to Fortune 500. In that time I have learned some of the warning signs of unwanted employee attrition. Here are some of the warning signs, and a few ideas on how to address them.

1.   When an established team gets a new manager

Remember the natural formation of a team:

1- Forming, 2- Storming (where attrition comes in) 3- Norming 4- Performing

Great chemistry is not something that happens over-night so it is imperative to pay attention to your teams and their need for reassurance, value, and stability. Even if you can’t fix it right away. As leadership if you can make your employees feel heard and valued that’s a great way to assist with attrition. I worked for a start-up that always reacted at the storming phase. I feel as if it takes time for employees and teams to find their flow. When you have a new manager over a team remember the natural formation of a team and remember that your manager is new to the team.

2.   Lack of engagement

No one is on all the time, but if your employees are not at least partially engaged in what you are doing then you are both losing. Keeping an eye out for employees who rarely speak up, generally means there is something that needs to be addressed. Watch for those who have always been one of the first to speak up. They go quiet you have a problem. Even if it is of a personal nature, if you take the time to listen I promise you that will matter to your employee. We all have painful life experiences, showing your employees you care, is always a win in my book. Ask yourself this. Do you work harder when you feel like your boss cares about you?

3.   Reading job ads while at work

Especially in technology, a job add hitting your inbox is simply inevitable. However repeated patterns of this behavior should be an indicator that your employee is having an issue. If they haven’t spoke up it is a great opportunity for you to be proactive and ask them what is missing. However, be prepared to make your case to leadership when you are asking for things that will cost the company money. So often companies don’t consider the cost of replacing an employee when you are asking them for a few more days of PTO, or to consider a better retirement package.

Some studies (such as SHRM) predict that every time a business replaces a salaried employee, it costs 6 to 9 months’ salary on average. For a manager making $40,000 a year, that's $20,000 to $30,000 in recruiting and training expenses.

4.   Inquiry on how their benefits like PTO would be paid upon departure

This is a big one. It’s like looking for a sign when it is right in front of your face. If your employees are asking that question, a great way to respond is “Are you thinking of leaving?”. Now my experience of this is, not all people are comfortable telling you if they are having an issue. I like surveys, but if you send them out and don’t act on the results, well then you have another issue ahead. I do believe that everyone wants to feel listened to and supported. However, what kind of message does it send if you get feedback and ignore it?

5.   Those who want a title or promotion that your business model/company can not provide.

Spending many years building companies I have seen this a hundred times. Consulting firms generally have a fairly flat business model, so those chasing a great title often times would not consider a great opportunity just because of the lack of title. Many organizations break up their titles into tiers, so employees know exactly what they need to do to get that title they are looking for. I agree with setting clear expectations. To me, I have been a Director for most of my career. The first time, I made less than 40K, but had huge autonomy to design programs the way I see fit. What I have come to find that to me what really mattered is what I did every day and if I had the ability to make a difference. So, a creative solution to this one is giving that individual the opportunity to propose what is important to them. We are all happier when we are doing what makes us happy. If you are in a small company be willing to be flexible on title. I sure hated losing great talent of a title. I say call me whatever you want, just let me make an impact.

6.   Those who have a history of changing jobs frequently

This one is mostly true, but look at their history if they lasted 6 years at one job and less than a year at the next two it is an opportunity for you to see the kind of business model that individual thrives in. Also, managers be proactive, if you know that is the history of your team member ask them what it was that made them stay with company X for 6 years and the next two for less than a year. It is a great opportunity to learn about what helps drive your team members success. Recruiters- be open to the possibility that sometimes life happens and you never know what the circumstances are unless your candidates trust you enough to tell you. I try to give everyone the benefit of the doubt. I have learned the lesson over and over again not to assume.

7.   Always be sensitive to your Top Performers as they are the most likely for the competition to poach

I can’t preach this one enough! I have always pushed for positive recognition for the top performers in the companies I have helped build. To many companies take things for granted. It is not that hard to call someone in and give them a bonus, gift, or props for a job well done. I have always told my CEO’s if we aren’t recognizing our top performers someone else will. Especially in software development if you have an all-star on your team it is rarely a secret. With opensource contributions and the general attrition in the industry, I promise the word gets around if you have an all-star on your team. For me personally, a little positive recognition makes all the difference in the world. Don’t be afraid to reward them, if your budget is shot get creative, take them and their family to dinner with the C-Levels, or send them for a stay-cation getaway. Everyone is motivated by something different, but we all want to be rewarded when we go above and beyond.

8.   Frequent requests for time off

This one can be tricky, we have all had circumstances that had nothing to do with a new job that distracted us from our job or required a little extra time to take care of. I think the bottom line on this one is knowing your employees well enough to know the difference. I see this one again as an opportunity to ask your team member what is going on. If their family member is sick and you offer some flexibility you can turn what could have been a loss into a win.

9.   Employees who recently lost close colleague in the company or mentor to a new opportunity

We all want to work with trusted friends, colleagues, and leadership. I know I have worked closely with a few people in my time that I still miss today. I know it is hard in leadership to find the balance between being caring and not being too caring. When you’re working for a big company it is so hard to know what is going on. My experience is that you will see a few of the other signs on this list in this case. Tell your managers to keep an eye out for things like this, because they matter more than you think. Having a safe place to ask questions, vent, or just shoot the breeze really can impact your workday. We all can’t always control who leaves, but we can control what we do for the loyalists who chose to stay. I love working in companies that do quarterly activities. We all need to have great relationships at work as we spend entirely too much time at work to not feel like some cares. When your team is talking to someone who left, the philosophy the grass is always greener will come up. What can you provide to your employees that won’t be listed in a benefits package? I can think of a few; Appreciation, mentor-ship, trust, compassion, etc… What can you provide to your team member experiencing a change.

10. Re-organization (acquisitions, mergers, etc.)

 I talk with people all the time who have been with companies for years and are only looking for a new opportunity after a reorganization. Leadership- take this opportunity to communicate clearly about the changes that are happening. Think of a time you’re your boss asked to meet with you and you were scared wondering what you were in trouble for. Well your employees feel the same way. Uncertainty about the future is one of the reasons I hear most. Clear communication is a great way to mitigate some of the concerns your team will have when in this position. Another reply I get from someone experiencing a re-organization is “my company is going through a reorganization and the culture just isn’t the same”. Leadership- When you acquire a new company or do a reorganization ask your managers and hiring team to be on high alert taking the time to listen to the concerns of your team. You can’t always control changes as in this situation I believe it is like a team starting the formation process all over again. When you are already making a change asking your employees what they would like to see in a re-org can really assist them in feeling safe, thinking about the future, and trusting there will be growth financially, professionally, and more.

11. When your most engaged employees stop volunteering for tasks

This is a clear indicator that something is going on. Don’t write them off right away but be sure to ask what is going on and what you can do to help. This is another opportunity to let your employee know you care. They may have a personal issue and simply need someone to talk to. It’s okay to be human. However, this also may be a clear-cut indicator that your employee has mentally crossed over. They psychologically have already left. It can be a great challenge to reverse that. This is again where being proactive with things like one on ones, employee surveys, and positive recognition can really help. Reward your employees that regularly engage, this will help mitigate the risks that they feel unappreciated and start to look for something else. The people who are volunteering for tasks are onboard with your organizational and team goals, you can’t put a price tag on unity, and passion.

12. Major life changes.

A-  Divorce-

 Anyone who has experienced it will tell you that it is so hard. It drains you physically, emotionally, psychologically, and financially. Custody issues can leave an employee depressed, so being aware of what is happening in your team members life can make a difference. We all know someone who was never the same after their divorce. Stress is so bad for you.

B-  Death-

This is a personal one for me. In 2015 I experienced a traumatic loss of my little brother. This experience shook me to my core and made me question everything I believed in. At the time I worked for a company that I loved, for a boss that I loved, and with a team that I loved. Yet, none of that could overcome the sadness that I felt. I myself made a change and in retrospect, changing my job didn’t change my situation as grief is grief and no matter what logo is on your shirt, you have to go through it. So, leaders, we have all experienced loss, and grief can impact a person in so many ways. Be sensitive to your employees and always try to put yourself in their position. We all grieve differently, so it is not one to give advice on. Yet, showing your employees that you care can create loyalty no amount of money can change.

C-  Birth of a new child-

For me my kids are my reason for wanting to be as successful as I can be. So, when your A players are having a new addition to their family, be sensitive to how you handle it. Having a paternity plan. Man or woman, the birth of a child is a wonderful occasion and we should all be able to slow down long enough to enjoy the miracle of our new addition.

This is also a great opportunity for you to see how your employees are responding to your current medical plan. I saw one of the best engineers I know change jobs because of the lack of coverage on a medical procedure. Boy what a loss!!

D-  Last child moves out-

When the number of dependents change your all stars will look at their financial and emotional obligations. I think anyone who is progressed enough in life or their career will see this as an opportunity to consider different opportunities. This is where work life balance and autonomy can really help. If your employees can do their job remotely, this is an opportunity to offer them some work from home days. One thing I love about custom software shops is time and time again I have seen companies grant additional work from home days, or even the opportunity to work part time if that is what the individual desired.

An example of this is an incredibly talented C#/Angular Developer I hired for a company in the K-12 space joined a company and did amazing things (even in the interview process, he knocked their socks off). After being with this company for a year or two needed to relocate to New York for family reasons. That company wisely allowed him to relocate and work remote. He still comes out to Utah, but this is a great example. It has been almost five years and I am happy to say he is still with them, leading a team, and making a difference every day.

Closing thought

I know everyone is different, and these signs and responses do not apply to everyone. What I do hope for is that this publication made you think about what you can do to better support your team. To be truly proactive instead of reactive can save your company a ton of money, but more than that it can save you from losing your A players.

Again, I am so thankful to those of you who follow me and read my publications. I hope they help!!