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It’s no secret that the workplace is now more fluid and agile than it has ever been. This poses many challenges for companies. It means the recruitment landscape is highly competitive. It means that recruitment and retention (particularly) can be difficult.
It also means that companies need to understand why people leave their jobs.
There has been a culture shift that means that moving jobs every couple of years is almost seen as the norm now rather than the exception. Another shift that has occurred is a shift in power. The balance of power now swings in favour of the talented in-demand employee. why do people leave their jobs?
Companies cannot afford to simply roll over and accept that they will lose their best employees every couple of years. Organisations need to be actively taking steps to ensure that they can keep hold of their top talent. why do people leave their jobs?
So companies offer higher salaries, better training and development opportunities, and a variety of other benefits. But what are the best ways to ensure that you retain your top talent?
Special search and recruitment experts, Frazer Jones, completed an Asia-Pacific HR Salary Survey in 2016. In the survey, HR professionals were asked to consider what the key drivers and motivators were that push them to perform highly and want to remain with a particular employer.
Relationships are still important
The results were specific to Australia but clearly highlighted something as being of particular importance – relationships. In the age of flexible and remote working, it’s interesting to note that employees still see the relationship they have with their direct manager as being crucially important. It seems that although some employees will now have less face-to-face contact with their manager, the old adage that people leave managers, not companies still rings true. It is when a relationship is not carefully cultivated and established, or when it begins to sour or become stale that employees are most likely to move elsewhere.
Company culture is considered crucial
The next key factor that jumps out from the survey was the importance of company culture. There is now clear evidence to prove that people place a high value on the culture and ethics of the company. Candidates are making conscious decisions about applying (or not) for positions at companies based on the culture and ethos that it promotes.
Lessons to be learned
Of course, a company needs to offer an attractive and competitive salary and benefits package; but businesses should be mindful of the lessons that can be learned from the Frazer Jones survey. With employees seemingly leaving positions because of the relationship they have with their managers, there is a strong business case for investing in leadership training. If a company’s leaders are excellent, they will hold on to their excellent staff.
The importance of building a strong relationship also feeds into the need to cultivate a positivecompany culture. It is not something that happens overnight. It is when company culture goes beyond the display posters and mission statements – and permeates every aspect of an organization and is generally felt – that it becomes an irresistible pull for employees.
