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.
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 in each Company eine natürliche Abschmelzquote. Wir können nicht alle Mitarbeiter halten - und manchmal wollen wir das auch nicht. Eine moderate Mitarbeitermigration ist heutzutage ganz normal. Und solange nur die weniger Guten gehen, ist Fluktuation zwecks „Blutauffrischung“ auch erwünscht.
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 Lifelong employee loyalty is obsolete.
Doch all das erklärt Mitarbeiterflucht nur zu einem Teil. Der Mangel an Mitarbeiterverbundenheit und die damit einhergehenden Verluste sind oft genug hausgemacht. Sie haben – neben einer schlechten fachlichen Passung oder zwischenmenschlichen Unverträglichkeiten - einerseits mit der Unternehmenskultur und andererseits mit einem problematischen Führungskräfteverhalten zu tun.
4 Tips: This is 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.
1. Do not destroy loyalty
"Warum sollte ich mich loyal verhalten", fragen sich viele Arbeitnehmer, "wenn ich von meiner Firma keine Loyalität erwarten kann?" Unternehmen müssen loyalitätswürdig sein. Dies sind sie aber nur dann, wenn sie Loyalitätswerte gegenüber ihren Mitarbeitern, Kunden und Kooperationspartnern leben. Tun sie das nicht, haben sie auch kein Recht, deren Loyalität einzufordern.
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:
- her well-being within the team was limited,
- they have been more or less miserable,
- they did not receive recognition for their efforts,
- one did not care about their further development,
- 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.
You have a slight suspicion? Of course one can not fall with the door into the house, one will rather try to feel gently. Ask: "Is there something we should urgently need to talk about?" The employee's answer is evasive or does not sound plausible? His body language speaks volumes? Then you will light 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. 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 carried out if the employee no longer has to fear any negative consequences so that he can name his reasons for the change completely free of charge. Therefore, you must first complete all formalities, including your work certificate.
4. 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 imagine coming back to us?
- 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.
"In addition, you can learn a lot about how to remain competitive," says Personalberaterin & Best of HR - Berufebilder.de-Authorin Sophia von Rundstedt, In addition, bad oral propaganda and negative assessments on opinion portals can possibly be averted or at least mitigated by such a conversation. Each emigrating employee is an ambassador of the company and can hinder many talents from applying.
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