Effective attrition management requires thorough hiring practices, exit interview data collection, attention to job psychology and employee needs, and a comprehensive and proactive approach. Companies should use skills screening and tests of behavior or temperament to determine if someone is a good fit for the job and social environment. Open communication and wellness initiatives can also help promote employee retention.
Effective attrition management requires thorough hiring practices, collection of exit interview data, and constant attention to job psychology and employee needs. The more employees are treated and the more they like their job, the lower the attrition rate. Since not all employees are created equal, it’s important to consider individual employee satisfaction, which means paying some attention to personal needs. Managing attrition well enough to mitigate or reduce high turnover issues requires a comprehensive and proactive approach.
A good place to start looking at managing friction is in the hiring phase. Sometimes companies are desperate for new hires and don’t give adequate time and attention to whether the candidates are really a good match for the position. You need to confirm that not only can your employees excel in the job they are hired to do, but also that they enjoy the job enough and have enough respect for the company and the position to remain satisfied over time with what they will be doing, or where it is. direct their career.
When hiring new employees, if possible, companies should use skills screening and tests of behavior or temperament to determine if someone is a good fit for the job and social environment. At the same time, they should avoid making applicants feel smothered or subjected to overly broad or dubious profiling. If a candidate seems like a good match, he should express his willingness to work with the candidate’s special needs and ambitions. They should mention benefits, bonuses and potential for advancement and make sure that candidates know why working for their company will be more than just financially rewarding: for example, enticements such as generous paid holiday, company travel or withdrawals, work from home or flexible hours, and other quality-of-life incentives in the workplace.
An important aspect of friction management is recognizing the causes of friction. Many types of attrition are related to salary and benefits. Employers may think their company can afford to offer better raises and benefits, or that it can’t; however, they should also consider how much the turnover costs and which is more expensive in the end. Other types of friction are related to work environment and social interaction, employee fairness and reward systems, as well as promotion and promotion potential. It helps to thoroughly research the many causes of attrition or to hire a consultant if necessary. Another popular approach is the exit interview.
When gathering information related to attrition management, whether from the Internet, exit interviews, or other means, companies need to be sure to add new data to their files. They should keep an up-to-date and ongoing log of problems and not limit that collection to when there is a problem. Frequent employee reviews and Q&A sessions help companies stay aware of potential problems, needs and concerns, regardless of current levels of employee satisfaction, productivity or retention.
To promote employee retention, it is best to create a working atmosphere of open communication. Employees must feel that it is always acceptable to appropriately express dissatisfaction, express opinions, and ask for things they need or want. When they feel comfortable expressing themselves, they will be less likely to hide their intentions and surprise their employers. Attrition management is not just a statistics game, it requires great attention to each employee and her personal needs. Different varieties of wellness initiatives can also help.
Employees should be encouraged to be themselves and have fun in a workplace that generally remains serious and respectful of all workers. This means keeping the right balance between a friendly and open environment, which might encourage joking from time to time, and a mostly serious and hardworking environment where people are rewarded not for irreverence or charisma, but for quality work. . The right managers can often set the tone for achieving this balance.
Most employees should feel respected and needed. It’s a good idea to praise them for a job well done and to avoid endorsing potentially unrealistic goals as the only measure of success. It’s also important not to offer empty praise when it’s not warranted, and to make sure employees feel that the praise they receive is valid and genuine. The best friction management is always evolving and always aware of changes, so it’s important to stay proactive in your efforts to develop a comprehensive and thoughtful plan that works for individual businesses.
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