By Jay Forte
Some of your best employees will leave you because you are not intentional about giving them a reason to stay.
Similar to the behaviors you follow to create a high-value relationship with customers to inspire their loyalty, you must also do the same for employees. This requires you to know what engages and retains your workforce, and to have a plan that routinely delivers it. Without this process in place, the organizations that make this effort will attract and poach your best employees.
Here are the three reasons why your best employees will leave you, and some thoughts on how to stop it from happening in 2019.
- You manage instead of coach your employees. Employees want a supportive, encouraging and guiding relationship with their managers. They want to feel valued, respected and included. Our industrial age trained managers to direct, tell and control – an outdated approach with today’s workers. To help employees choose to stay and perform at their best, help your managers learn how to think and act as coaches. The shift from managing to coaching is the single most important talent engagement initiative every organization should be focused on.
- You don’t make employee development a daily event. Employees know that in a fast-paced and constantly changing workplace, it is important to constantly develop the best skills. Organizations that provide continual (i.e. daily) performance feedback through coach-like relationships, as well as active on-the-job skill development, encourage their employees’ engagement and loyalty. Consider training managers to provide recurring performance feedback using the “what’s working, what’s not working” approach. On a daily basis, review an element of employee performance by assessing what worked and what didn’t work in the performance. Engage the employee to be more mindful in their performance, to consider ways to do more of what worked and to develop a plan to improve what didn’t work. This encourages adaptive learning and continual development, while also ensuring that all development is built both around technology and human connection.
- You don’t align the career path to the employee’s strengths and interests. Employees perform best in roles that need what they do and like best. So many organizations insist on moving employees through existing career paths that routinely take them from what was once a highly engaging role for an employee to one that can quickly become disengaging. This can be the result of a number of factors, but primarily it’s due to the fact that they lack the competence and abilities to excel in the role. Review your current career paths or advancement approach to ensure they, like when you hire, assess for employee alignment and fit, rather than just tenure with the organization. The goal in any career movement is to ensure the employee’s or candidate’s success. An assessment process must always exist to ensure alignment.
You must be intentional in creating a process to bring in the best talent, and once you have that talent, you must be intentional in developing a plan to keep it. Your organization, its culture and its focus on developing the relationship employees have with their managers all influence an employee’s interest in doing good work and choosing to come back each day.
Stop and notice what works and doesn’t work in the way you engage, develop and retain your employees. Do more of what works and address what’s not working before your talent finds an organization that does all the right things to keep their best employees.
Consider reading High Disengagement Rates = Challenge and Opportunity