Retention

Introduction

Poor staff retention not only costs your organisation a fortune, it makes your life very difficult as a manager. When someone quits at short notice, it is the manager that has to pick up most of the slack. It also adds to the stress and work of everyone else on the team as you now have nine people doing a job designed for ten.

And yet many organisations just carry on as if poor retention was a fact of life; just something you have to live with. Well the first thing you should know is that good retention is possible and not every organisation suffers from poor retention.

In this article we will look at some of the key areas relating to how you can improve your staff retention, even if you do not have any additional budget.

Chapter 1: Why Generic Solutions Fail in Staff Retention

When faced with poor retention, the first thing most organisation do is come up with a generic initiative, if they come up with anything at all. Most organisations approach staff retention with broad, generic strategies that fail to address the root causes of turnover. While these solutions may seem efficient, they often miss a crucial point: people leave jobs for deeply personal reasons that are often influenced by their individual personalities.?

A "one-size-fits-all" policy overlooks these nuances and results in programs that may only resonate with a portion of the workforce.

Personality plays a significant role in job satisfaction, with factors like work environment, managerial style, and team dynamics affecting each person differently. Studies suggest that over 50% of employees leave their jobs due to dissatisfaction with their manager. However, what one employee considers poor management may be perceived as perfectly acceptable by another. For instance, a highly independent, results-driven employee might feel suffocated by a micromanaging supervisor, whereas a less confident employee might find the same level of supervision reassuring.

This is why retention strategies need to be as varied as the personalities in the workplace. By understanding the personality types of their employees, managers can offer more personalised approaches, whether through flexible working conditions, tailored communication styles, or individualised career development plans. Personalization builds trust and engagement, fostering loyalty and reducing turnover.

Bespoke retention strategies require a keen understanding of each team member’s preferences, motivators, and stressors, which can be uncovered through tools like personality assessments. With this knowledge, employers can tailor experiences for each employee, such as offering more autonomy to those who prefer self-direction or providing more structure and guidance to those who thrive with detailed instructions.

In short, generic retention policies are unlikely to address the diverse needs of a workforce. To truly improve retention rates, managers must focus on creating bespoke solutions that align with the distinct personality types of their employees. This approach will not only help keep employees satisfied but also create a more cohesive and productive workplace.

Chapter 2: Recruiting the Right People – Why Most Managers Get it Wrong

The recruitment process is often where the root of high staff turnover begins. Many managers rely too heavily on resumes, qualifications, and hard skills during the hiring process, neglecting the importance of personality fit. According to LinkedIn’s Global Recruiting Trends report, 83% of companies have made bad hires, with these mistakes leading to lower productivity, disengagement, and eventual turnover.

Why do so many managers get recruitment wrong? One key issue is the overemphasis on immediate job requirements while neglecting the long-term personality fit within the organisation and team. A candidate may be highly qualified for the role, but if their personality doesn’t align with the team dynamics or company culture, they’re unlikely to stay long-term. For example, hiring a highly extroverted candidate for a role that requires long hours of independent, focused work may lead to frustration for both the employee and the manager.

Even when recruitment agencies are involved, the process often fails to delve deeply into personality considerations. Agencies typically focus on matching skills to job requirements, but personality mismatches are a leading cause of early turnover. The use of personality assessments during recruitment can help solve this problem by providing insights into whether a candidate will thrive in a given role and environment.

In addition to personality fit, understanding the candidate’s preferred working style, motivations, and values can make a significant difference. According to a study by Glassdoor, 77% of people consider a company’s culture before applying, and 56% say that a strong workplace culture is more important than salary when it comes to job satisfaction. Clearly, personality and cultural alignment are critical to recruitment success and long-term retention.

Managers who focus on recruiting for both skills and personality are far more likely to build a cohesive, high-performing team. By ensuring that new hires not only meet the job’s technical requirements but also align with the team's and company's values, managers can significantly reduce the risk of turnover and create a more stable, committed workforce.

Chapter 3: The Overlooked Role of Onboarding in Retention

If you have people quitting within six months of starting then you need to take a long look at your onboarding. Onboarding is one of the most critical phases in an employee's journey, yet it's often overlooked or under-prioritised. Research shows that 31% of employees leave their jobs within the first six months, and inadequate onboarding is frequently cited as the main reason. While many companies focus on ensuring new hires are trained on the necessary tools and processes, they often fail to consider the individual’s personality and how it affects their integration into the company.

A successful onboarding program goes beyond explaining policies and providing training materials. It should be tailored to each new hire's personality to help them feel comfortable and confident in their new role. Some employees may prefer a hands-off approach where they can dive into tasks independently, while others might need more hand-holding and frequent feedback during their first few months.

Moreover, onboarding should not just be about job duties but about fostering a sense of belonging. A study by the Society for Human Resource Management (SHRM) found that employees who feel a sense of belonging are 5.3 times more likely to stay at a company. Understanding personality types can help managers create a welcoming environment that supports new hires during their transition. For instance, an extroverted new hire may benefit from team introductions and social gatherings, while an introverted employee might prefer one-on-one meetings to gradually build relationships.

Onboarding should also include clear communication about company culture, values, and expectations, tailored to the new hire’s personality. Understanding how an individual processes information, manages stress, and prefers to learn can significantly enhance the onboarding process, making it a more meaningful experience for both the employee and the organisation.

In summary, effective onboarding is not just about ticking off boxes but about truly integrating a new employee into the fabric of the organisation. Personalising the onboarding experience based on personality can lead to better engagement, quicker adaptation, and ultimately, lower turnover.

Chapter 4: Personality-Centric Management – A Key to Retention

Effective management is one of the most significant factors influencing employee retention. Studies consistently show that employees don’t leave jobs—they leave managers. However, what many managers fail to realise is that their management style isn’t universally effective. Each employee has a unique personality that determines how they respond to leadership. A manager who excels with one type of employee may struggle with another if they fail to adapt their approach.

Personality-centric management requires managers to tailor their leadership styles to meet the needs of different personality types. For example, a highly detail-oriented, conscientious employee may appreciate clear guidelines and structure, while a more creative, free-spirited employee might thrive in a less constrained environment. Research by Gallup found that employees who feel their managers understand them and their individual needs are 32% more engaged, leading to higher performance and lower turnover.

Understanding personality also helps in conflict resolution, communication, and motivation. A manager who can adjust their communication style to match an employee’s preferences—whether it’s more direct or more nuanced—can build stronger relationships and reduce misunderstandings. Additionally, understanding what motivates each personality type allows managers to tailor incentives, recognition, and feedback to suit individual preferences, making employees feel valued and appreciated.

Managers also need to be aware of how their own personality impacts their leadership style. A self-aware manager is better equipped to recognize their strengths and weaknesses, allowing them to make adjustments that benefit the entire team. For example, a manager with a dominant personality might unintentionally overpower more introverted team members, stifling their contributions. By recognising this tendency, the manager can take steps to create space for quieter voices.

Incorporating personality assessments into management practices can help managers better understand both themselves and their teams. This knowledge empowers them to lead more effectively, building stronger relationships with employees and ultimately reducing turnover.

Chapter 5: Understanding Your Own Personality as a Manager

Many managers focus on understanding their team members’ personalities, but fewer take the time to reflect on their own. Self-awareness is a critical component of effective leadership, and managers who understand their own personality traits can better adapt their management style to suit the needs of their team. According to a Harvard Business Review study, teams led by self-aware managers experience higher morale, increased productivity, and lower turnover rates.

Understanding your own personality can shed light on how you naturally approach leadership. Are you more of a hands-on manager, or do you prefer to delegate? Do you communicate in a direct and assertive manner, or do you lean towards a more empathetic, consensus-driven approach? Recognizing these tendencies can help you identify areas for improvement and adjust your leadership style to meet the diverse needs of your team.

Self-awareness also helps managers recognize their blind spots. For example, a manager who values efficiency and quick decision-making might become frustrated with employees who take a more methodical, thoughtful approach. Without self-awareness, this frustration can lead to miscommunication and strained relationships. By understanding their own personality, the manager can acknowledge this bias and work to accommodate different working styles.

In conclusion, self-awareness is not just a personal development tool—it’s a strategic advantage in management. Managers who take the time to understand their own personality and how it affects their leadership style are better positioned to create a work environment that fosters engagement, productivity, and retention.