Losing a great employee is a terrible thing. There is an expense in finding, incorporating and training replacements. There is a lot of uncertainty about how a new employee will work and many difficulties arise in the staff while filling the position.
There are sometimes compelling reasons: The employee did not fit into the team, left for personal reasons or offered him an opportunity he could not pass up. In those cases, even being difficult, is the right thing to do.
But what about other causes?
Keeping your best employees starts by understanding why they leave. Here are the 7 main reasons:
People do not want to think they are trapped or that they should go to the same place and do the same thing every day for the next 20 or 40 years. People want to feel that they are moving forward and growing in their professional lives. They want aspirations. If there is no structure for progress, they know they will have to look elsewhere. In the meantime, they are likely to get bored, feel unhappy and resentful; Things that affect the performance and morale of the whole team.
Many jobs have moments of stress and anguish but nothing wears more to employees than overwork. Often they are the best employees, the most capable and committed, the most trusted, overloaded more work. If they are constantly receiving more and more, especially in the absence of recognition such as promotions and increases, they come to feel that they are being taken advantage of. And who could blame them? You would feel the same.
There is nothing more frustrating than a workplace full of visions and big dreams, but no translation of those aspirations into the strategic objectives that make them achievable. Without that connection, everything is just “talk”. What talented person wants to spend their time and energy on supporting something uncertain? People like to know that they are working to create something, not just hanging around.
Gain vs. Personal
When an organization values its profits more than its people, the best employees go elsewhere, leaving behind those who are too mediocre or apathetic to find a better position. The result is a culture of low achievement, low morale and even disciplinary issues. Of course, things like profit, production, meeting stakeholders and productivity are important; But success ultimately depends on the people who do the work.
Lack of recognition
Even the most selfless people want to be recognized and rewarded for a job well done. It is part of who we are as human beings. When you fail to recognize employees, not just demotives, you also lose the most effective way of reinforcing great performance. Even if you do not have the budget for raises or bonuses, there are plenty of low-cost ways to provide recognition. For example, a word of thanks is free. People lose interest if they do not feel noticed.
Lack of trust
Your employees have a position to see your behavior and compare it against your commitments. If you see that you treat the salesmen in an unethical way, you lie to the interested parties, you deceive the customers or you do not keep your word; The main employees will leave. The rest, even worse, will be left behind and will follow your example.
Each workplace needs structure and leadership, but a rigid top-down organization makes employees unhappy. If your best employees know they must produce without giving their ideas, if they are not empowered to make decisions, if they are constantly having to show others the name of their position and not their experience; They do not have much to be happy about.
Finally, many people who quit their job do it for the boss, not the job or the organization. Ask yourself what you can be doing to keep away your best employees and start making the necessary changes to keep them.