When talented, high performing team members leave the organization, everyone from peers through leadership likely feels a sense of loss and disappointment. Often, once a resignation has been announced, everyone quickly assembles to identify and close whatever knowledge gaps will be created in the wake of the departure. This survival-mode mentality is understandable, yet short-sighted. That departing employee holds far more valuable information than just how they functioned in their role. They also hold the secret to how you can retain the rest of your staff.
The Human Resources department typically bears responsibility for designing organization-wide engagement tactics and retention strategies, but the reality is this is everyone’s job. It’s a common belief that individuals don’t leave a job, they leave their boss. Poor management and leadership drive out top talent who are easily recruited away in today’s candidate-driven employment environment. It’s not just headhunters and great recruiters that managers should worry about these days. A veritable candy store of employment alternatives awaits your least satisfied/engaged employees, and leaders need to consider the risk this poses to the organization.
Employers are always seeking out ways to predict human behavior. Which candidate will excel? Which comp plan will improve retention and drive the biggest results? Which employees will remain engaged? Which employees will burn out? Which employees are high risk? Which employees are planning to leave? An HR technology vendor recently pitched their latest employee retention product to me. They believe they can predict (with alarming certainty) which of your employees are a flight risk. The algorithm they use to arrive at this conclusion is complex and expansive, but one key factor is the most predictive of an employee’s plan … Read More