Turnover.

It may seem like a widely covered subject, but there are still many biases to consider about turnover in companies. Turnover is still a very complex problem that generates great losses for organizations.

After all, if we analyze the dismissal of an employee, the consequence is the hiring of another one, where expenses with recruitment and selection, admission and severance pay, training of the new employee apply... that is, an investment not only financial but also of time on the part of the organization.

And the question I ask is what strategies can be adopted to reduce it?

Before we answer this question, we have to analyze the causes, the reason why employees decide to disengage from the organization. And the reasons can be generated by the organization and can be controllable, semi-controllable or uncontrollable. The former are those that can be analyzed by the organization such as:

Controllable reasons:

- WAGE;

- working conditions;

- lack of training or unqualified training;

- inadequate planning and productive control;

- internal relationship problems;

- managerial incompetence;

- lack of personal appreciation and career plan.

In these cases it is up to the organization to control these factors through a thorough analysis of the work environment; it is necessary to identify the problems and act to solve them.

The semi-uncontrollable causes are more related to the profile and behavior of the employees. For this reason, the organization must constantly give feedback and pay extra attention to the recruitment and selection process.

Some examples are:

- personal dissatisfactions and habits;

- low performance of the employee;

- loss of experience and knowledge of the terminated professional;

- deterioration of the organizational climate.

Finally, uncontrollable causes are those that are independent from both parties. This is the case of illness or death among employees.

By having an overall assessment, we can make a clearer analysis and can act on the problems in the right way. One idea, for example, is to analyze the exit inquiries made by employees and try to understand where the motives of the majority lie, and try to apply the best strategy.

Here are 5 examples of what I think may be applicable to work strategically on retention:

1-?????Develop a career plan - In practice, the career plan represents a real growth opportunity for professionals. This is also a way for the talent to realize that it is valued, which encourages the achievement of better results due to the possibility of being promoted and receiving bonuses.

2-?????Improve the recruitment process - The recruitment and selection must be very careful to increase the chances of hiring the most suitable and qualified candidate for the job. To achieve this purpose, we can use systems that automate the filtering of candidates and make the evaluation through various tools, for example, the behavioral profile analysis.

3-?????Flexible schedules - This is an expendable benefit, but one that can become a competitive advantage in attracting talent

4-?????Feedback culture - it should be done frequently, both formally (for example, when scheduling a meeting) and informally (such as a quick comment in the hallway). The important thing is that this space is open and that the manager is also available to hear what the employee has to say. In other words, feedback should be a two-way street.

5-?????Improve internal communication - The good relationship among the team and the fluid communication flow are a crucial factor for engagement. Therefore, it is essential to have tools that facilitate this process.

A study released by Forbes showed that finding a suitable replacement for the position costs one-third of an employee's annual salary. The same survey pointed out that 75% of the reasons that led to turnover could have been avoided.

Therefore, reducing turnover is an action that requires a lot of care. At first it may seem difficult, but it is necessary to start this movement. The consequence, for sure, will be very positive.