Company turnover is inevitable.
In fact, according to the Bureau of Labor Statistics, the median number of years a person stays with a company is 4.2. Now, to be fair, there are a multitude of factors (industry, age, education, etc.) that play a role in an employee’s tenure.
Whether the turnover is voluntary (quit) or involuntary (let go), it’s an element of change that affects the bottom line. Rather than accepting it for what it is, identifying what those reasons are for people to leave, or stay, is important in any organization.
At our company, we’re holding multiple small meetings with groups of employees to discuss employee engagement. The question we’re asking is, how can we help you? What would make you more engaged in your work? Or, what would make you want to refer your friends and family to work here?
These aren’t their specific responses, but a few reasons for turnover might include: career advancement, work-life balance, boredom, compensation, appreciation, amount of work, type of work, company culture, manager behavior and coworker relationships.
As you can see, there’s not one key issue for employees to consider leaving, and whatever the issue is, it’s likely being experienced by someone else.
This is why it’s vital for organizations to be proactive, to invest in their workers, to create reasons to stay while they are there, rather than at an exit interview.
It’s not a simple task and neither are the solutions to the problems, but it starts with investing – investing in the employees, like organizations would their company.
Create a workplace that people want to work for.