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In recent months, more employees leave their jobs. This may be good news for the world economy, but it’s certainly bad for the individual companies. When the market is changing usually first leave the most ambitious – the innovators, those who take risks and who are the future leaders, says Harvard Business Review.Survey Agency AchieveGlobal shows that a quarter of employees plan to leave the job within a year. A poll published in the May issue of Harvard Business Review, reveals that 12% of the best people actively seeking new employment.
Unfortunately, too many managers themselves encourage people to leave. The key to retaining their individual approach to everyone. Here’s how to do it:
Do not force people to do what they want. If a person is a solo player, let him act so as not to seek to insert it as a team. Not holding back the free and creative spirit with boring tasks. One of the best reasons to leave is that they bear to put them under the same denominator with others.
Award for one do not mean anything to another. Try to understand how best you can flatter your employees to understand that you are satisfied with their work. While some are content to praise the team, others find true meaning in material reward. When you want to praise someone, be precise with words. Surface “Good job” is not enough Refine by what their achievements impressed you the man.
The most common cause managers to miss these tiny but important moments in his work is the lack of time. American transportation company such as UPS can boast extremely low turnover of people. The reason is that they see prospects for upward mobility within the company. More than three quarters of 44-thousand managers in the company started his career by truck drivers.
If you have other resources to keep them, the easiest way is sometimes just to ask: What can I do for you to stay here?
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My colleagues and I agree with that. We have been studying the links between employee engagement and customer loyalty for a few years now, and we’ve found that the only route to employee happiness that also benefits shareholders is through a sense of fulfillment resulting from an important job done well. We should aspire not just to make employees “happy,” but to do so by helping them achieve great things. In short, we should earn our employees’ passionate advocacy for the company’s mission and success by helping them earn the passionate advocacy of customers.
I believe, though, that both purposes are equally important and should be done concurrently but separately. To that end I have instituted an informal, well documented coaching plan while I continue to utilize my company’s formal scale-based yearly review system. This gives me the flexibility to establish goals and milestones, working with my employees to fully invest them in their performance while at the same time completing a yearly summary to fulfill the needs of upper management.