Believing hiring a Chief Happiness Officer will improve turnover, or relying on any of the other seven most-used programs noted here, ignores the science that says the #1 reason employees stay or leave is how much they trust their supervisor.
Learning is alive, it’s current, it’s fresh and stimulates the mind to want to learn more. First-line supervisors are using Question 2 of the Stay Interview 5 as a practical approach to discovering what each employee wants to learn instead of jumping straight to a career development plan.
A recent SHRM report tells us about the rising level of worker mistrust that is leading to less-than-honest responses on engagement surveys. So why are Stay Interviews more trusted? Because Stay Interviews are delivered by humans…and those humans are trained to listen, probe, note, and are held accountable for results.
It’s easy to agree that supervisors are the primary stay/leave switch for retaining or losing employees. An eye-opening exercise is to list all employee retention strategies and then check which items include improving your supervisors.
Recent survey says these are the at-work values young workers hold most dear: Flexibility, mobility, entrepreneurial freedom. Lock these key employee retention words into your brain, make them pop up on your computer screen first thing each morning because 53% of your Gen Z and millennials will consider leaving this year.
If we can safely presume high pay equals most essential, then there are at least 11 jobs in healthcare that are more important to retain than nurses who traditionally have a high rate of turnover. Yet these higher-paid workers almost never receive a Stay Interview or an assessment of their likelihood to stay.
I spotted an article titled, “Why More Employers Are Recruiting Teachers”. This connected with me regarding how companies must re-think job requirements so they can open recruitment up to more applicants who have less on-paper qualifications.
A new report indicates that the inflation impacting all consumers, all businesses, and threatening politicians’ careers across the U.S. and the can’t-be-avoided domestic news topic of “The Great Resignation” are directly connected.
The common belief is that the employees quitting during “The Great Resignation” are young and don’t make much money, so replacing their meager incomes is easily done with an Uber application. While true, two new reports throw a heavy wrench into the assumption the majority of quits are entry-level workers.
No blarney, the number one reason employees stay or leave, is how much they trust their direct supervisor. Stay Interviews are the number one method companies who successfully cut turnover use to build trust one-on-one between employees and supervisors.