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Prevent employee turnover: loss prevention instead of recruiting [4 tips]

Hängingend looking for Company Specialists for their vacancies. However, far too few people are asking themselves how they can detect employees willing to leave in good time and prevent unwanted employee turnover. This article shows how loss prevention can look like.
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Wanted fluctuation vs. employees escape

If it becomes increasingly difficult to find new good employees, it means to focus more on the ones you already have. But unfortunately there is often a lot in the arge: While in the front the recruiters do their best to get rid of candidates elsewhere, run behind their own people.

Logically there is a natural meltdown rate in every company. We can't keep all employees - and sometimes we don't want to either. Moderate employee migration is quite normal these days. And as long as only the less good ones leave, fluctuation for the purpose of “refreshing blood” is also welcome.

Collateral wound: often enough homemade

In addition, altered living conditions can lead to failures. Or the competition offers better design and development possibilities. The fast information accesses on the Internet certainly play a considerable role. The emptied labor market makes the take-off easy for many. And the changing social behavior is a fact. Lifelong employee loyalty is obsolete.

But all that explains employee flight only in part. The lack of employee ties and the associated losses are often enough homemade. They have - in addition to a poor professional fit or interpersonal incompatibilities - on the one hand to do with the corporate culture and on the other hand with a problematic leadership behavior.

4 Tips: How Companies Prevent High Employee Prevention

So what can companies do to prevent high employee fluctuation? The short answer is to operate in time loss prevention. Companies should consider the following 4 points.

Tip: Text as PDF (please read the instructions!) or to this text complete eCourse or series Download. Actions or news via Newsletter!

1. not destroy loyalty

“Why should I behave loyally,” many employees ask, “if I cannot expect loyalty from my company?” Companies have to be loyal. But they are only so if they practice loyalty values ​​towards their employees, customers and cooperation partners. If they do not do this, they have no right to demand their loyalty.

Many organizations systematically lost the loyalty of their employees. And whenever the economy grows better, they get the receipt for it: old bills are settled. Among the dissatisfied, frustrated, and disappointed employees, the best of the world drove in droves.

The biggest losers of loyalty are these:

  • emotional coldness and lack of humanity
  • Top-down behavior and loss of trust
  • a poor separation management

Anyone who is already working on these points alone can considerably increase the employee relationship.

2. Learn from outsiders

Only then, if one knows the actual exchange causes, one can do something about it. For, behind the rational and rational motives and motifs of the subject, quite different, true reasons are often found. Many employees actually terminate an employment relationship because of interpersonal misconduct, more precisely because:

  • their well-being in Team kept within limits,
  • they have been more or less miserable,
  • they did not receive recognition for their efforts,
  • you care about theirs development did not care
  • they have never told you how important they are as employees.

Experienced executives with a flair for the quiet sounds can recognize a threatening migration before it is too late: short-term single holidays, neglect, lack of concentration, lower general interest, reduced concrete commitment. Anyone who correctly interprets the signs can possibly stabilize endangered employee relationships in good time.

Do you have any suspicions? Of course you can't fall in with the door, you will try to feel gently. Ask like: “Is there something we should urgently talk about?” Is the employee's answer evasive or doesn't sound plausible? Does his body language speak volumes? Then wake up!

Observations on migration-critical events can be successively refined, in order to develop key figures, to develop forecast models and to install an early warning system. Exit interviews are also ideally suited for this purpose.

3. Use exit interviews

Everyone who goes, takes something with and leaves something: experiences, impressions, experiences, emotions. Before an employee closes the door forever, he may have the desire to discuss one or the other with you. Whoever goes, is now easier to talk, courageously, clear text.

And yes, quite apart from the possible anger for the departure, the employer also needs courage to conduct sound exit interviews. For unpleasant things can be said. On the other hand, you can learn a lot when you ask wise questions.

Explain that an exit conversation is always voluntary, and that it is not a turn talk. Name plausible reasons for the mutual benefit and show appreciation. Do not justify yourself and defend anyone, just listen with interest. Capture and analyze what has been said. And then: change what!

Exit interviews should only be conducted when the employee no longer has to fear any negative consequences, so that he can freely state his motives for the change. All exit formalities included Certificate of employment so do it beforehand.

4. Conduct exit interviews correctly

From long questionnaires I advise. This is corrosive and cumbersome for the interviewee. Instead, prepare a small questionnaire. A neutral (!) Third leads the conversation then best verbally, formless and free. Some suggested phrases:

  • What is the main reason you originally came from?
  • What did you really like from your point of view?
  • What would you change or improve?
  • What will be your most positive, what will be the most negative memory?
  • What are the advantages for you?
  • What would have happened to make you want to stay?
  • Can you imagineto come back to us again?
  • What should we give your successor?

However, references to maladministration, the working conditions and the management behavior of the supervisor do not bring the departing employee back. However, they can improve a lot for the remaining ones, counteract a further fluctuation and thus save a lot of costs.

“You can also learn a lot about how to stay competitive,” says HR consultant and Best of HR – Berufebilder.de®Author Sophia von Rundstedt. In addition, bad word of mouth and negative reviews on opinion portals can possibly be averted or at least mitigated through such a conversation. Every leaving employee is an ambassador for the company and can prevent many talents from becoming apply.

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