Employees leave organizations for many reasons; oftentimes these reasons are unknown to their employers.

Employers need to listen to employees’ needs and implement retention strategies to make employees feel valued and engaged in order to keep them. These retention methods can have a significant and positive impact on an organization’s turnover rate. Here we’ll take a look at some of these strategies. According to strategic planning consultant Leigh Branham, SPHR, 88% of employees leave their jobs for reasons other than pay: However, 70% of managers think employees leave mainly for pay-related reasons. Branham says there are seven main reasons why employees leave a company: 1. 2. 3. 4. 5. 6. 7. 8. 9. Employees feel the job or workplace is not what they expected. There is a mismatch between the job and person. There is too little coaching and feedback. There are too few growth and advancement opportunities. Employees feel devalued and unrecognized. Employees feel stress from overwork and have a work/life imbalance. There is a loss of trust and confidence in senior leaders. Retention Methods As explained by EA Consulting Group in a recent white paper, the dilemma facing organizations is whether to invest more time and money fine-tuning their recruitment strategy or to pay extra attention to retaining the talent they already have. Recruiting new staff is expensive, stressful and time-consuming. Once you have good staff it pays to make sure they stay (Main, 2008). 10. Think of retention as re-recruiting your workforce. Recognize that what attracts a candidate to a particular job is often different from what keeps that person there. While salary certainly is a key consideration for potential employees, pay alone won’t keep them in a job (Angott, 2007). Advantageous aspects other than strictly compensation attract good employees; something more than a number retains them. Today employees are looking for a career package, including a comfortable company culture, career path, diversity of responsibilities, and a work/life balance (Griffiths, 2006). 11. Here are some effective methods employers utilize in order to keep employees happy and part of their organization instead of looking for employment opportunities elsewhere. 12. Training. Training employees reinforces their sense of value (Wingfield, 2009). Through training, employers help employees achieve goals and ensure they have a solid understanding of their job requirements (Maul, 2008). 13. Mentoring. A mentoring program integrated with a goal-oriented feedback system provides a structured mechanism for developing strong relationships within an organization and is a solid foundation for employee retention and growth (Wingfield). With a mentoring program, an organization pairs someone more experienced in a discipline with someone less experienced in a similar area, with the goal to develop specific competencies, provide performance feedback, and design an individualized career development plan (Goldenson, 2007).

Employees will go the extra mile if they feel responsible for the results of their work. 16. Coaching/feedback. The rewards given to employees must be meaningful in order to impact their perception of the organization and therefore have a marked influence on its retention efforts. Employers should also provide formal and informal feedback to employees throughout the year (Branham).14. Provide growth opportunities. It’s also important for employees to know that the employer is really listening and responds to (or otherwise acknowledges) employee input. Having current employees offer referrals could help minimize confusion of job expectations. It’s important for employers to say “thank you” to employees for their efforts and find different ways to recognize them. Make employees feel valued. and tuition reimbursement sends a powerful message to employees about their importance at the organization. Show appreciation via compensation and benefits. communication is central to building and maintaining credibility. . since current employees have already discovered that they are a good fit in the organization (Branham. pension and health plans. or other tools to help employees increase their understanding of themselves and what they want from their careers and enhance their goal-setting efforts (Branham). These rewards have terrific motivational power. Even something as simple as a free lunch can go a long way towards making employees feel valued. During an employee’s first few weeks on the job. Moreover. Another way an employer can lessen the impact of turnover is to hire from within. It’s important to provide employees with adequate job challenges that will expand their knowledge in their field (Levoy. employees are more likely to stay engaged in their jobs and committed to an organization that makes investments in them and their career development. No matter what the size of the organization. software. 2008). believe their jobs make good use of their skills. 19. Many employers get communication to “flow up” through a staff advisory council (or similar group) which solicits and/or receives employees’ opinions and suggestions and passes them on to upper management (IOMA). 2007). if an organization promises a reward. Employees should be rewarded at a high level to motivate even higher performance. It’s important for companies to give feedback and coaching to employees so that their efforts stay aligned with the goals of the company and meet expectations. paid time off. 17. Offering things like competitive salaries. 2008). profit sharing. According to Right Management. excellence. Encourage referrals and recruit from within. especially when given as soon as possible after the achievement. A company should establish a series of values as the basis for culture such as honesty. Use communication to build credibility. have a sense of worth in their jobs. bonus programs. 18. A company that creates the right culture will have an advantage when it comes to attracting and keeping good employees (Main). An organization should provide workshops. 2005). 21. Current employees can realistically describe a position and the environment to the individual he/she is referring. and receive recognition for their contributions (Levoy). 20. The use of cash payouts could be used for on-the-spot recognition. 15. respect. it should keep that promise (Gberevbie. Instill a positive culture. and teamwork (IOMA. an employer should provide intensive feedback. attitude.

more productive (Wingfield). An employer cannot say one thing and do another. such as spending more time with their children. telecommuting. 2008). the competitive advantages of keeping staff outweigh those of having to hire new staff. In addition. According to Mike Foster. Even in times of economic downturn. . An employer has to be able to inspire this confidence and make decisions that reinforce it. Conclusion It’s clear that having proper retention strategies is key in order to retain employees. healthier. and have trust and confidence in their leaders (Branham). in order to foster an environment that motivates and stimulates employees. an employer shouldn’t talk about quality and then push employees to do more work in less time. employers need to engage and inspire employees by enacting policies that show they trust them. basing rewards on performance. Importance of retaining employees 1. 24. the employer will experience more productivity in the workplace because employees will be less stressed. Employees need to feel valued and appreciated. both the employee and employer come out ahead. be given feedback. In fact. such as getting rid of authoritarian style of management (Branham). Develop strong relationships with employees from the start to build trust (Stolz. and thus. This could be in the form of offering nontraditional work schedules (such as a compressed work week. Conduct meetings and surveys to enable employees to share their input (Branham). Most team members will work harder to carry out a decision that they’ve helped to influence. For example. It’s important to match work/life benefits to the needs of employees. For example. When work-life balance is structured properly. provided with growth opportunities. and flextime) or extra holidays. Listen to employees and ask for their input as to what rewards might work best at your organization. Employees have to believe that upper management is competent and that the organization will be successful. poor retention and high turnover is extremely costly on many fronts. Retention of quality employees is a huge problem in a number of industries. founder and CEO of the Foster Institute. Foster trust and confidence in senior leaders. 23. be given work-life balance options. and being available to them for everything from listening to their ideas and concerns to assisting them with their career advancement. Encouraging employees to set work/life goals. Lower stress from overworking and create work/life balance. when unemployment is high and it seems like employers have their pick of workers. All of these retention strategies are beneficial when an employer wants to keep employees within an organization and keep costs of turnover low. communicates that you really do want them to have a life outside of work and achieve a healthy work/life balance. These practices include listening to employees and respecting their opinions. managers need to incorporate motivation-building practices into their corporate culture.22.

Customer Perception o Customer service and market perception suffer because of high turnover. Imagine how a customer feels if every time they call a company. This self-perpetuating cycle creates a better working relationship and financial benefit for both employers and employees. severance pay. security and background checks. having knowledgeable employees who are experienced within the company is vital for customer service and product quality. which takes time. because customers need to feel that their interests are important and that they are being well served. and lost productivity by the new hire while they adapt. These employees are more flexible and better able to come up with creative solutions. established communication and working relationships that aid in cooperation and productivity are damaged. they get someone new. Job Performance o The longer employees stay with a company. Problem Solving o Even in businesses that do not rely heavily on personal relationships with clients. and testing. They are able to speak to customers with authority and confidence and set reasonable. If they constantly have to reestablish personal relationships and explain their wants and needs. In industries that rely on a high level of client interaction. because their work becomes an extension of themselves. This increases the quality of their work and boosts productivity. Once turnover becomes too high. since they know what is and is not possible and how things work. the secure personal bond they feel toward a company diminishes and creates a situation for a competitor to come in and establish a relationship while taking the customer's business. . This has them looking for negatives to explain the turnover and breeds dissatisfaction. Morale o High turnover severely hampers morale among employees. Employees also feel greater commitment to the results of their work. Collectively these costs are so high that they can run anywhere from two to three times the annual salary of the person being replaced. the more vested they feel in the company's success.Cost o Poor retention racks up large costs for hiring and training. When people leave and new ones start. training for the new employee. job posting ads. There are the costs for any lost productivity by the person leaving in the last days of employment. This improves a company's overall image in the marketplace and increases consumer confidence. the hiring of any temporary workers. since employees are in a constant state of change. The trust formed between coworkers needs to be reestablished. the time spent on the interview and hiring process. and projects that depend on that level of trust to be successful are negatively affected. realistic expectations. this can be devastating. according to career management consulting firm Right Management. Other costs include overtime by other employees to carry the additional workload. loyalty erodes and employees start asking questions about why everyone is leaving.