Why good staff leave

What you can do to stop them

John was trying hard to control his reactions after another typical meeting with his manager. He felt he was doing a good job, and many customers would tell him the same. Why did his manager always harp on about how he could be better, with little by way of thanks.

This sentiment is all too familiar in organisations the length and breath of the country.

It is common for staff to feel that they are given clear messages about what they were doing wrong and only minimal information about what they were doing right.

Resentment or Relocation

What is likely to happen with John if the interactions with his manager doesn't change? Usually one of two things. Without experiencing the support and endorsement of his manager, he will, over time, become less than fully engaged in his role. From my experience of coaching many clients in a similar position to John, he will conclude that it is in his best interest not to take risks, be very careful about the decisions he makes, become reluctant about using his initiative and basically play not to lose. Over time this will lead to resentment and cynicism. The other option is that he will leave. People join organisations but they leave bosses. At first, John may not even notice that he is less engaged. But a sense of unease will grow and if unchecked reactive resentment or proactive relocation are the two choices.

Too many companies fail to retain talented staff for the simple reason that managers are unable or unwilling to give praise where praise is due.

Should feedback be all glowing and positive? Of course not. We all need to know where we are falling short of the mark and how we can improve. Managers can and must deal with the hard realities. But we need the other side of the coin as well - deliberate, spoken acknowledgement about contribution and good work. We all know that for managers walking the talk is vital, but that doesn’t mean the talk is not important. Managers words mean a great deal to staff. As a manager you may make an off the cuff remark, but that remark good or bad will probably be shared with many co-workers, partner, family members and even friends. Also what you don't say is often as powerful as what you do say, especially when the unspoken is misunderstood. You may think that a staff member will know when they are doing a good job, so you feel you don’t have to tell them. But this may not be the case. From my experience approximately 20% of people don’t have an internal reference point that lets them know if they are performing well. Therefore if they don’t receive external feedback, they are unsure if they are doing things right.

When talented employees leave, it's often not about the money, especially with more senior staff. The majority of us want to feel that we are recognised, valued and supported by our managers for doing important and challenging work. This doesn’t mean that all feedback needs to be positive, but without a balance between positive and constructive feedback, diligent workers like John will become disillusioned and leave.

What's the real cost of losing a talented employee? There are the hard costs, including recruitment fees, time spent interviewing, sign-on packages and the learning curve needed to bring a new employee up to speed. Add to this the intangible costs: the loss of momentum, the knowledge that has gone with the employee, the time lost as employees speculate about the new recruit, and loss of credibility of the existing management team in the eyes of the employees. Studies show that the cost of losing a senior staff member is at least one and a half to two times that individual's salary.

What can managers do to keep their key employees engaged and motivated?

1. Have conversations with your direct reports.

Ask what motivates them. Find out who they truly are as people. We don’t leave ourselves at home when we come to work. The more people feel they can be themselves at work, the more productive they will be.

2. Be sure staff know how they fit into the organisation and its goals.

It may be obvious to you, but it may not be as obvious to staff as to how they contibute to the company's overall performance. Everyone wants to know how they are valued.

3. Get the balance right.

Make sure that when you tell people what not to do, you tell them what you want them to do. The brain does not process negatives. Try not thinking of a yellow door.

4. Say thank you and acknowledge staff for a job well done.

Notice when people are moving in the right direction, even when their execution falls short of your standards.

5. Remember, showing that you care, regularly and clearly, will drive engagement.

Engaged workers care more strongly about performing to the best of their ability. The only cost is your words and a bit of your time.

 

Source: Adapted from an article by Patricia Wheeler, Ph.D. an executive coach and consultant with the Levin Group.

 

 

Want to use this article on your own website or e-zine Find out how »