When turnover is inevitable, a manager’s focus must shift from turnover prevention to creating a positive exit experience. A positive exit experience improves the organization’s reputation as an employer and builds a strong network of former employees. However, according to CHROs, this part of the employee experience is a weak point for most organizations. A Gallup survey found that only 10% say their company is highly effective at the “employee departure” stage of the employee experience. This is far worse than they rated the other seven elements of the employee experience. Learn why taking steps to enhance the employee exit experience is worth it: https://lnkd.in/g__2wM-K
We seem to have lost the idea a company is more than a stand alone entity. In my book Renaissance Leadership Odyssey https://www.buymeacoffee.com/contractwiu I propose a leadership paradigm change that requires organizations to rethink how to cope with leaders and which will help retain high performing leaders and develop Renaissance leaders of the future. These organizations and leaders will be the solution to retaining high performance employees. These Renaissance organizations see their purpose as belonging to a industry that provides resources not just for themselves but for the industry overall. This Renaissance view helps build communities and nations overall.
Cathy Caswell
1mo
"Managers’ behavior and reactions when employees share their intention to leave can shape how employees feel about how the organization as a whole handled the exit process." Supporting managers to recognize and address their reactive behaviours (often patterned) can shift the energy to avoid these situations and also to allow the manager to take ownership for inappropriate reactions. There is often a lot of emotion in these moments for all involved.
Terryberry
1mo
Focusing on a positive exit experience can strengthen an organization's reputation and build valuable networks. A strong farewell process benefits everyone involved.
Companies that prioritize employee engagement succeed and have reduced turnover. It's a business imperative to develop employees, identify growth opportunities, and foster collaboration.
The key is proactive intervention - addressing & rectifying ‘push factors’ before they compel employees to leave altogether.
In my experience, it's higher than 42%. Leaders miss out on the opportunity to prevent turnover because they don't check in with their teams. A weekly check-in for 10-15 minutes to ask three questions is a great place to start. Ask how are you doing, do you have any blockers, and how can I help.
Bob Cooper
1mo
Great cultures demonstrate total respect throughout an employee’s entire time with the business. They understand how to build and sustain the customer experience. Employees should feel that they are always treated as the most valuable customer. If a top talent leaves, make sure you recognize how special they are. You can’t fake this. Make sure you have an authentic relationship with your team.
Antoine Cottle
1mo
There needs to be some insight that peers Into the 2nd time recruitment after the negative exit. Ive personally been through that before and even with ALL the leverage, both manager and I had a rough time after rehiring. Once the flow is broken, there can only be disruption.
For sure! A lot depends on how managers work with their teams. People managers are not helpless and they can control a lot. The issue is that they don't know what to do. Most manager training programs are cookie-cutter and fail to solve individual manager's issues and challenges. Their context, situations, and challenges are unique and hence need hyper-personalized solutions too. A lot of times, they are not trained to handle certain situations. E.g., if a team member is constantly coming late to work, how will you have this chat as a manager?