During this time when almost every company is facing record turnover, it's important to recognize that research shows that half to three-quarters of turnover is preventable. To reduce turnover, appropriate retention action decisions must be made as close to employees as possible, which means that individual managers must take responsibility for retention issues and manage retention tools that prevent them from leaving.
If you're responsible for advising your manager on which effective retention tools are available to produce immediate results, consider the following, which are intuitive, low-cost, and easy to implement. When faced with impending attrition, managers should consider one or more of the following best retention tools. Fortunately, each tool can be implemented without any formal training.
01
Conduct a pre-departure "retention interview" to identify the factors that connect the individual to the company, rather than waiting for the employee to consider another external company offer opportunity.
It's worth it to be proactive and ask them directly in a one-on-one interview with your manager "why are you staying," and this "retention interview" should focus on the positives of keeping employees in the company. By determining what keeps this person at work and in the company, you can take action to reinforce each of these retention factors. When they start a new position, a first stopover interview should be conducted, but follow-up interviews should be conducted at least every two years, and should be conducted more frequently when a person is at higher risk of leaving.
02 Take them downstream to see the impact of their work.
One of the reasons employees leave a job is that they feel like they and their work are "making a difference." It's important to tell them about their work, but it's best to prove to them that their work will make a difference by showing them the impact of their work on the entire product and end users. As part of the "Get Them Down the River" effort, take them to visit customers and see how their products or services can have an ultimate impact. For example, if you're manufacturing medical devices, let employees see some patients who are being helped with the products they contribute. In addition, constantly provide them with information to make employees aware of the importance of their work and help them feel like they are doing the best job of their life. If the product meets sustainability standards, make them aware of this as well.
03 Have target employees alert you when they start looking
Sometimes employees are willing to warn you when they start their job search, meet with each retention goal, let them know how important they are to their work and team, and tell them how important it is to stay. Then in a one-on-one discussion, managers should ask their key people to agree to "professional understanding" and they agree to let you know immediately when they're frustrated, when they call back to any recruiter or when they've already started looking for a job. More than half of employees will usually agree to warn you, which gives you at least a little time to resolve their retention issues.
04 It is more appropriate to talk about the real reason for leaving after leaving
Standard exit interviews often produce the wrong answers because they occur on the last day when the departing employee needs the most positive reference. Fear of the negative consequences of "complete honesty" in exit interviews often leads to departing employees giving the wrong answers 40 percent of the time. A better option is a post-departure interview (PEI), which is postponed 3-6 months after the employee leaves the job, and a phone interview with a third party is the most effective method. If you make sure that respondents understand the formal process of taking action based on the information provided, you can improve your response rate and the authenticity of your responses.
05 Determine what motivates your target employees
Employees who are constantly excited are not only efficient, but also work longer hours. By conducting a survey to identify motivators for employees, ask new hires during onboarding, "What specific things did you find that would increase your motivation?" "An individual's motivation factors change over time. Provide each target employee with an annual survey that lists the most common motivators and places them in the top five in both monetary and non-monetary categories. Managers should develop a plan to ensure that when target employees are asked to judge their level of motivation, they place them on a 9 or 10 out of 10.
06
Develop a "more/less" list that covers work-related factors and understands their psychological motivations.
It also makes sense to identify which of their job responsibilities and responsibilities excite them, and what they are afraid to do. Managers should use at least one interview or survey a year to determine the part of the work they really enjoy doing (they want "more"). Some of the typical "more" factors that innovators typically want include:
Better equipment
Support Help
Opportunities to collaborate with other innovators
Improve administrative access
The opportunity to work with your favorite teammates.
In addition to these exciting factors, you should also identify and minimize those boring, frustrating, stressful, or related elements of work that they perceive to be a waste of time, typical of "less" factors being any direct job responsibilities that they no longer enjoy doing. These "fewer factors" typically include meetings, paperwork, back-to-back travel and administrative work. Managers should also develop a set of measures, benchmarks, and reminders to ensure that the ratio of exciting duties to boring duties is never out of balance for your target employees, so that key employees spend most of their time on their favorite tasks and "what they do best." ”
07 Keep an "expired" list to maintain a sense of fairness
The feeling of being late for something is a perception based on what the employee thinks other people are getting. Unfortunately, some employees may often feel left behind or treated unfairly compared to others. When they feel they are "late" for something important at work, they feel undervalued, which can lead them to leave, by measuring the time since the last positive work incident, determining which employees are overdue due to important work factors. Positive work events often include promotions, transfers, new equipment, receiving praise, training, etc., comparing their working hours to the average time between these work events, using an "expired checklist" to remind yourself not to wait too long to provide motivating/motivating employees with work factors.
08 Regularly "re-recruit" your ideal employee
Even when top employees are treated well, they are often shocked when they are regularly sought after by external recruiters. The best way to prevent them from turning around is to beat out external recruiters by "escalating" or "re-recruiting" these key employees at least every two years by a senior manager, which means you should treat these employee goals as if you were hiring them for the first time, treating them as recruits, and then "redoing their deals", modifying their work and at least raising it to the level that external recruiters might offer them. The process of rehiring key employees and focusing their attention on them may spark their interest and reduce their chances of answering calls from outside recruiters. Regular rehiring employees prevents them from feeling forgotten, and it increases the odds that your internal hiring offer is at least as good as any external offer.
09
Develop a personalized retention plan because each employee's retention and reasons are unique.
The employee's manager should work with a retention specialist in human resources to develop a personalized retention plan for each target employee, which should first identify potential issues that may cause the employee to consider leaving, as well as the factors that attract or motivate and retain the employee. Managers should develop a plan to regularly implement appropriate tools or "retention leverage" that are likely to have the greatest impact, and HR should distribute templates and samples of customized retention plans to managers so that they can more easily develop personalized retention plans for their key employees.
10 Develop a profile of "How best to manage me"
Even a great manager needs to know the most effective or optimal way to communicate, motivate, empower, engage, reward, make decisions, and provide feedback to each employee. The best way to personalize or customize the way managers manage key employees is to work with employees to build profiles that cover the most effective ways to manage. Since they know themselves better than most, they use the employees themselves to determine the most effective and ineffective ways to manage them. This is best done when they start, but their "best way to manage my plan" should be updated at least every two years. One way to do this is to have them assume they're their new manager and ask them, "How are you going to change your current job and how are you trying to make it perfect?" "By slightly changing your management approach and style to better accommodate ways of maximizing their productivity and innovation, they may stay longer and produce more output."
11 Identify barriers to productivity
Highly productive employees are less likely to leave because they can see the results of their work, and these better results often mean more praise and rewards. If you want to increase the productivity of individuals and teams, the most effective approach is usually to simply ask employees to identify obstacles or barriers that are preventing them from increasing productivity. Start by simply asking the individuals on the team: If they set a personal goal of increasing productivity by 25 percent, "what are the "barriers" that prevent them from achieving their goals?" "In most cases, implementing individual interviews, simple surveys or focus groups can identify and reduce these productivity barriers within a few months. In a particularly powerful case, after barrier identification work, productivity increased by 200%.
12 Give them a personalized study plan
One of the main motivations for a good employee is continuous learning. So, instead of resigning themselves to their learning, why not work with key employees to develop a personalized learning plan? This works because employees who are constantly learning new things and grow rarely quit their jobs and can also consider giving them their own learning and development budgets so they can have more control over their own learning. Another benefit of learning quickly is that they are more productive and capable, and it is also possible to develop similar "growth plans" to increase employees' level of challenge and internal exposure.
Many HR departments mistakenly believe that money or benefits are key to retaining employees. If you put off a normal exit interview for six months and then ask a departing employee why they left, their delayed responses almost always indicate that it's because they're frustrated or mismanaged, with up to 75 percent of the factors that frustrate them and cause them to start looking for are controlled by their manager. If your organization has mobility issues, my advice is to put the burden of retention on individual managers because they are close to the problem and they can get measurable results immediately by using one or more of the proven retention tools described above.
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