“I don’t want to work here anymore, I’m quitting,” the employee you were counting on suddenly informs you. Moreover, you wanted to invest time and effort into it. Well, if he warned you in advance, and not just disappeared into nowhere. Sometimes we are willing to offer a pay raise, a promotion, or more freedom.
Some employers like to scare the departing, promising disgusting management at a new job, uncertainty and complete failure during the probationary period, they dissuade them in every possible way, but it often turns out that it is too late.
“We raised this specialist, and he left!” - This situation is perceived by some leaders as meanness and betrayal, which is fundamentally wrong. A person always wants more than what he has, this is the essence of the inexhaustibility of the motivational conflict.
There is no point in persuading a person to stay by offering a raise or accepting his conditions, as this becomes only a short-term solution to the problem, setting a dangerous precedent. In addition, it is unfair to other employees.
Let's make the first conclusions:
- staff turnover is a natural process, if it does not exceed the established indicator per year;
- a small turnover is useful because it is able to introduce some elements of organizational development;
- if the staff turnover exceeds all conceivable indicators, it’s not about the employees, but about the management, and you shouldn’t blame people for wanting to look for a more promising job. It is necessary to revise working conditions, payroll and staffing, and not run after those who leave. Let's deal with this issue in order.
Several of our former employees who accepted "super promising" offers ended up finding that the prospects were nowhere near as impressive as the scale of the job itself, let alone the corporate culture. Some of them found out if it was possible to return.
There were reverse situations - people were completely satisfied with the new working conditions. We, like many employers, did not take back the departed employees. How do we treat employees who accept offers and leave the company? Of course, we part as normally as possible, since they somehow remain our representatives to the outside world, and we would like them to take only good memories with them.
For line staff, the main motivator is salary
The Russian market is still at the growth stage, the demand for middle and top managers exceeds the supply. Often, new hotel businesses prefer to “buy out” talented employees from companies with established traditions and a highly professional team, offering exorbitant salaries and high-profile positions. The unfairness of the situation is that a new job is always overrated (our imagination often leads us astray), and the current job always looks like more routine and less promising.
The only thing that keeps a person from changing jobs frequently is the fear of change. It follows that a recruiter can become a catalyst for change only if the employee is dissatisfied with his organization or direct work. Very often, dissatisfaction spreads like an epidemic - it is enough to have one dissatisfied employee.
Three main reasons for changing jobs
Firstly, people start looking for a new job if they do not understand what the employer expects from them and how he evaluates them. This is a management problem.
Secondly, those employees leave who believe that in the current conditions it is impossible to find a worthy application for their abilities and talents, and that they need a more dynamic environment for development. Again, this is a management issue.
And, finally, employees begin to think about leaving because the bosses do not care about them. This is a problem called business fatigue.
When the management turns its back on the employee, he thinks about changing jobs
What is a specialist looking for in a new place? The higher the position of the employee, the greater the set of parameters used in decision making. For low positions, a higher salary is often sufficient. As professionalism grows, more and more emphasis is placed on the content of the work. At the highest positions, managers are interested in the resources and powers they will have at their disposal.
The person is the main resource of the organization. Therefore, the “struggle for talents” will only intensify. If you do not attach importance to this, then sooner or later the hotel or restaurant business will have hard times. Many have long understood this.
Simple rules to prevent employee turnover
Effective communication is the key to success in working with personnel. You need to regularly receive information from your own employees. Perhaps a person has not been raised a salary for a long time or was not allowed to go on vacation? You hired him for a low-level position with an eye on the future, but the employee has already stayed too long, wants to try something new and feels underestimated? Maybe he is not satisfied with the workplace or he has a tense relationship with colleagues? Without good communication, you will not hear the subordinate and offend him. Moreover, most likely, he will not tell you anything until the moment when the situation becomes insoluble. Regular communication between managers and subordinates regarding growth prospects and day-to-day performance is an inexpensive and effective way to reduce the possibility of emotionally made decisions.
A benevolent climate (not a family, but not a serpentarium) is the key to the successful formation of a team. In a successful team, everyone must trust and help each other, and this is often impossible without sympathy, close acquaintance and even friendship.
The manager, as the leader of the team, must rally the employees. Reward the best on a regular basis - this will spur healthy competition, rally the team and show successful employees their importance to the company. Motivate not only with money - all methods are good. If you can give your valuable employees some extra time off or education, then do it. A comfortable and pleasant office with recreation areas and entertainment for employees is always a plus. Flexible schedule and individual approach will only add to your sympathy.
Distrust only harms productive work, so do not hide your vision for the development of the company and plans for the future employee. Do you appreciate it very much, but do not consider it ready for something more yet? Or can't afford to promote it just yet? It is better to be honest about it, and not cause unjustified hopes and subsequent disappointment.
Infect others with your drive. So much depends on the manager! Most people don't really know what they want. Talk to your subordinate, try to find out his interests and plans for the future, and work out his role in the team together. Become a mentor and gradually grow him - challenge him with new problems, listen to his ideas and don't be afraid to entrust him with increasingly difficult tasks. A valuable frame must trust you and feel your support.
Do not be afraid to listen to the ideas of young employees, give them the opportunity to experiment and prove themselves in combat conditions, instead of forcing them to sit on the bench. Encourage those managers who pay special attention to mentoring and working with promising employees, because they are the ones who build a culture of education in the company that will help minimize the damage from the loss of key employees.
And, perhaps most importantly, if you promise, keep it. I think that this rule does not require comments.
