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(Before reading this topic, be sure to read the definitions and various steps
in the staffing process
to notice where this topic fits in the overall process.)
One of the most expensive labor costs is the replacement of employees. Fortunately,
there are many things a supervisor can do to increase the likelihood that good
employees will remain. The supervisor can ensure the employee understands the
job is fully oriented and trained to do it, has suitable compensation, is effectively
led, has a job design that helps the employee to be motivated, shares useful
feedback, and supports the employee’s career development.
© Copyright Sheri Mazurek
A recent survey, Mercer’s 2010 Attraction and Retention Survey (as cited
on clomedia.com) indicates that 27% of companies are planning to expand their
workforce, which is up from 12% in 2009. As more and more companies begin hiring
in higher numbers, the fear of losing high-performing talent increases for many.
If you have that fear, please see the below list of things that will drive your
high-performing employees to seek other opportunities.
- Fail to provide them with development opportunities
- Question everything they do
- Micromanage their work
- Fail to let them take ownership of their work
- Fail to provide challenging work
- Fail to address performance issues of others
- Fail to provide them with performance feedback
- Fail to consider their insight or fail to even ask
- Ignore their suggestions
- Fail to discuss their goals
© Copyright Sheri Mazurek
How concerned are you about employee retention? If you are an HR pro, you should
always be concerned about the retention of your high-performing employees. And
if you have allowed the job market of the past two years to sway your focus
on this, then you might expect some trouble ahead. According to a recent survey
conducted by Kelton Research, The Cornerstone OnDemand “Employee Attitude
Survey”, you may not be alone.
The survey reveals a look at the perceptions employees currently have about
their workplace. If we were to use the survey as a scorecard, then we would
see that many organizations are failing in some very critical retention areas.
Using the familiar grading scale of where 70% gets you a C, let’s take
a look at the areas with a failing grade.
Surveys Say About Showing Appreciation:
- 54% say their colleagues show them appreciation
- Only 30% say their managers; 16% say executives
- Grade F
Receiving Feedback on Performance?
- 58% say NO
- 71% say “they haven’t gotten any reaction from their supervisors
in the last six months.”
Establish Career Goals with Employees?
- 82% say during the past six months that they haven’t
Show alignment with company goals and objectives.
- 53% say they don’t have a clear understanding of how their role fits
within the organization
Motivating and Retaining the Best Employees
Retaining Employees in a Competitive Work
Ways to Encourage Your High Performers to Leave
Are you concerned with employee retention?
How to Keep Your Star Performers in Trying Times
What It Takes to Be a Great Employer
Development as a Retention Tool
“Fracking” Your Organization
Employee Turnover: Why People Quit Their Jobs
Employee Retention:5 Key Management Practices
25 Ways to Develop Your Stars and Keep Them!
Talent Management: Leverage Your Top Talent Before You Lose Them
Is Employee Turnover Costing You? You Bet It Is!
Employee Turnover: Can We Predict Who Is About to Quit?
Also, see How
to Reward Performance
Return to Staffing
for the next step in the staffing process.
For the Category of Human Resources:
To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.
Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.