Do you have an accurate handle on why your last 5 staff left? Without knowing you, I can guess why and suggest some quick remedies, but more on that later. Even if you conduct exit interviews you may not gain complete transparency, as the number one reason for attrition is likely to be you! If you say that people are your most important asset and you have a great product or service then you may benefit from some simple (and some not so simple) suggestions below.
1. Dislike of the boss – yep there it is. It’s potentially a delicate subject matter; if you’re reading this then you could well be that boss… however, consistently the #1 reason people quote (when they’re being honest) that employees leave their job is not being able to stand the site of them/you. That may be a bitter pill to swallow, but consider how many great bosses you’ve had vs average or appalling and I think you’ll get the picture.
Solution: Its #1 for a reason friend, itsit’s not easy to fix. It requires a behavior change from someone who is probably highly resistant (“itsit’s worked for me this far, why do I need to change – itsit’s my company, I don’t need to change – they do” etc…). This subject is way too big for today so I’ll hubble telescope it;
i) accept or decide that there’s a need to change
ii) work out what or who you want to become (modeling can help here)
iii) start living into it
iv) monitor your efforts and tweak them along the way
v) stand back and marvel at what a great leader you’ve become
2. Uncertainty of expectations – largely these folk feel like they don’t know what the boss, business or role needs from them. This is often the domain of the ‘information worker’ whose role has little in the way of tangible outputs. Gone are the days for most people where they can stand back and gloat over the conservatory they’ve built or how huge their turnip has grown.
Solution – communication! Early into someone’s tenure create an environment where they’re clear about what you expect of them and where they can go with the role. Set one-on-ones and stick to them. Establish clear role-specific KPI’s and measure success upon these. Give feedback and tell them where they can improve – and of course what is being done well…
3. Dislike of colleagues/culture – if you don’t like your family you don’t see them. If you don’t like your friends – get some new ones! Disliking your colleagues – you’ve got to see these people everyday so the only way out may be to quit.
Solution – as the boss, you’ve firstly gotta know about it – so again itsit’s about open communication. Lets presume it’s not the bad apple that is leaving (let them go), but rather others in the team. Find out what the issue is, address it with them – let them know the problem and its impact upon others, then start to change their behavior, one day at a time. If it’s a culture thing you may need to look inwards – ‘culture flows down’ goes the adage, ie the business will be formed in the image of the leadership. Modelling is worth trying; “this is the attitude or approach we’d like to see”, demonstrate it at the top of the organization, correct it when needed and celebrate the change. How do you eat an elephant? One bite at a time…
4. Feeling unappreciated – like the unloved spouse who feels undervalued despite running a household, job, kids and the croquet club, this group just wants some occasional token to know that they’re appreciated – not just needed.
Solution – hopefully a simpler one. Praise in public and chastise in private. Employee/play of the month – don’t knock it till you’ve tried it. Give xmas gifts – your clients get them! Give birthdays off! Free coffee, tea, staff drinks – people notice when they’re asked to pay for the little things. This list could go on and on…
5. A lack of knowledge of where the company is going – people want to know what’s happening with the business. A greater sense of satisfaction and belonging is afforded when they have the complete picture. Surprises are less, change is expected and commitment increased by sharing all applicable information.
Solution – well, tell everyone everything that you are comfortable with - and even slightly more. Share the strategic vision, issues risks and ideas. Ask for input to all these things, you’ve presumably hired a bunch of smart and capable people – why not allow them to stretch their intellectual legs and share the load with you along the way. If you’re comfortable, pull out your financial statements and cashflow position. In good times your staff probably think you’re making more than you really are (they often have a picture on revenue but don’t understand the extent of expenses and tax) and if times are tough they’ll understand necessary change and may even suggest it!
You’ll notice money is missing from the list. Surprised? It’s the easiest thing to fix. As a recruiter if I’m given that reason I will dig deeper to check the validity – and if so then I’ll send the candidate away to ask for a pay-rise. I don’t want anyone’s time wasted to reach the end of the process and have it solved by a $10k counter-offer.