Managers directly influence around half of employee resignations, according to a retention expert, but they can take low-cost steps to avert them.
From exit interviews conducted with more than 6000 workers over the last nine years, it has been found that "push" factors - the things an organisation has control over - cause about 70% of resignations. (In the remaining cases, employees resign due to "pull" factors - retirement decisions, caring responsibilities, career changes etc - which employers can't generally influence.)
Most of the "push" cases can be directly attributed to managers. About 49% of all quit factors are directly sheeted home to what the manager says and does, or doesn't say and do, every day. This means a lot of retention efforts are misdirected.
Manager Practices
Managers can take simple low-cost steps to reduce the incidence of resignation. These include:
- Being aware of their impact on an employee's decision to stay or go.
- Identifying 'bombs' - managers should know who their high-risk, high-value people are (the people who it is a "disaster" to lose).
- Developing a retention plan for high-risk, high-value people.
- Actively finding ways to engage high-risk, high-value people.
Resignation 'Triggers'
Fourteen resignation 'triggers' have been identified. These include: a restructure - such as working with a new team, or working for a new manager. When change is announced, managers must take their 'bombs' aside and say, "Hey Joe, let's go and have a coffee, I want to talk to you again about how this change is going to impact you".
Another major resignation trigger occurs when an employee misses out on promotions or learning opportunities. The key to averting resignations at this point is 'how these things are handled'.
Managers should come up with 'promotion proxies' to ensure the employee still feels their skills are expanding and that they are valued, while waiting for a promotion.
The single biggest disconnection event in Australia, however, is Christmas. Managers can't 'cancel Christmas', but there are smart things they can do to encourage people to want to stay in spite of these disconnecting events happening.
First, employers shouldn't 'double-up' on resignation-triggering activities before people go on leave. Don't do a performance appraisal before people go on leave and don't do a management restructure.
Another simple technique is to celebrate a person's return, ask to see their holiday snaps or take them out for lunch to discuss their holiday highlights.
Author Credits
Lisa Halloran is the Director of Retention Partners. Lisa’s background includes 4 years in political market research and 14 years experience in HR management and consulting roles in television, maritime, retail, manufacturing and insurance. Lisa has a Bachelor of Commerce degree and an MBA from AGSM. Retention Partners was established in 2000 as Australia’s employee retention specialist and serves clients in FMCG, law, government, telecommunications, education, sport, health and engineering. Retention services include retention and attrition surveys, exit interview outsourcing and manager retention skills programs. Phone Retention Partners on 1300 93 83 71 or visit the web site: www.retentionpartners.com.au