After all the expense of recruitment and training some organisations tolerate a very large turnover.  In the early days of call-centres annual turnover rates exceeded 50%.  Turnover has direct costs for the organisation when new staff have to be recruited.  Hidden costs also arise, such as the re-training and morale of individuals working in a high-turnover environment.

 

Why do individuals decide to leave their employment? 

 

A recent report from Reed Consulting showed that by-far the most important reason for leaving was the lack of opportunity for personal career development.  49% of staff gave that reason, this was three times more than any other reason for leaving.  This is in the context of 77% of organisations stating that they have difficulty with retention.

• Most employers identify salary as the most important reason for leaving.  In fact long-experience tells us that indivduals only start to look for alternative employment if they have other reasons to be dissatisified.  Common factors are:

• lack of develpment/ promotion potential

• unfair treatment at work, salaries/ holidays/ work allocation

• relations with managers.

Actions

Look after your staff and they will look after your customers! 

Arrange to interview all staff leaving the organisation to establish their reasons for leaving.  If possible those interviews should be conducted by an individual who has no connection with the leaver and under the assurance of confidentiality.

 

Act upon the reasons given for leaving.  Train managers to get the best from their staff, make it clear to managers that reducing  staff turnover is part of their responsibilties.