Staff turnover is not just a question of numbers
What percentage of staff turnover can be considered normal?
A recurring question when it comes to motivation, job satisfaction, engagement. While organisations usually define the change they are aiming for, numbers only reflect part of the picture.
Seeing numbers of one kind or another is often more important than the real reasons why people decide to leave an organisation. When we ask a question on this topic, it is very important how willing we are to accept the answers and really try to understand the motives of the people leaving the organisation. Sometimes decisions are driven by external circumstances, and sometimes we have to recognise that there are internal unresolved issues. You would probably agree that it is not always possible to have a frank conversation with the person who has decided to leave your organisation and to delve honestly into the circumstances that led to that decision.
However, such conversations are only useful if there is an honest acknowledgement of what situations we did not assess, what we did not see or what we did not pay attention to. Acknowledging the situation already becomes the first opportunity for future change. Even if you can’t change the situation fundamentally, think: What can we do to increase people’s willingness to work for our organisation by at least 1%?
The positive experiences of the leaver are also interesting. They help to reinforce what is being done well.
Now, let’s take a step back. What can we do without waiting for the day when the decision to say goodbye is made?
Often, the success of such prophylaxis is hampered by issues and situations that we underestimate the importance of. And we don’t appreciate them because they are “self-evident!”. For example, “it goes without saying that we cannot take decisions without results, “it goes without saying that salaries will rise at the end of the year”. This is important – there are usually no one-size-fits-all issues. What is “self-evident” is usually understood differently. Clarity will help to build relationships and understanding.
There are also topics that we avoid talking about because “I don’t have anything to offer anyway”, “I can’t promise anything at the moment”, “I don’t have an answer myself”, etc. These topics can range from pay to career prospects, job distribution, holidays and other issues. Don’t have enough information? Share what you can. Not sure? It’s also possible and important to tell. Talking openly, or even admitting that the situation is not yet clear to both sides, can help build a sense of security and honesty. Often the value comes from the open conversation itself, the sharing of information and the real attention given to the person.
Another important area is evaluation. I hear things being said out loud and I feel tired, ‘how long can we go on about the same thing’, ‘he has not done anything exceptional’, and so on. People who feel appreciated are 6 times more likely to stay in the organisation. Similarly, McCain (2022) claims that 69% of people who decide to change jobs would stay in their job if they were appreciated. Even if the research is seen as a trend, the importance of appraisal is a concern. How do people know that you value them and their work?
When it comes to the need for evaluation, managers are often left out. It’s a separate topic, but sometimes we forget that managers also… people and “it goes without saying that we appreciate” is also ineffective here.
