Managers frequently blame the “Millenial Syndrome” for unrealistic job expectations, which leads to high turnover. Some even believe that job loyalty is dead, and there’s little they can do to engage their top talent and improve employee retention.

Research by Gallup shows that turnover is rooted in circumstances management could influence, including career advancement, better time clock software, improved pay and benefits, flexible scheduling, and job security. More than half of respondents stated management could have kept them from leaving but didn’t put forth an effort.

These findings show us there’s a significant gap in communication between employers and employees.

Pay and benefits were the second most common reason for an employee leaving, yet less than a quarter of respondents cite that in the survey. Employees likely want to leave on good terms and hesitate to share their dissatisfaction with their work environment.

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Given that employee turnover costs business thousands and even millions of dollars each year, management needs to step up and proactively address the most common challenges that hurt employee retention and dissuade top talent from joining you.

Why do people quit?

Research has confirmed the saying, “people leave managers, not companies” is more than just a common phase. A recent study done by Gallup shows that managers account for nearly 70% of the variance in employee engagement scores. Almost 77% of employees with bad managers anticipate leaving their organization compared to 18% with great managers who’d stay. This data reveals dissatisfaction with the way businesses are being led.

Poor management is impactful in many ways, but the most detrimental is a manager’s inability to set consistent and clear expectations. This can impact focus, performance, and understanding of company goals.

One of the causes of this common issue is improper promotion management. People are often promoted based on seniority and master of a previous role, making the system of internal promotion faulty. Promotion is not typically followed by managerial training or mentoring, leaving newly promoted managers with a lack of specific managerial skills. They also fail to understand how to properly utilize their resources, such as time clock software or workforce management solutions.

There’s room to grow.

To combat high turnover, companies need to provide managers with sufficient training and resources, such as time clock app
, to better manage their teams. Their training should delineate how their current role differs from the previous one. Many employees who are promoted can’t let go of operative work, which results in them having a tight grip on every part of daily operations. This results in less employee self-sufficiency and autonomy.

Most managers will naturally progress into better leaders, but it should be expected that most will need further guidance and time to come to terms with their position and role in the company.

Top talent shouldn’t be the bottom priority.

When talking about employee retention, management is often more concerned with disengaged workers than top talent. With their increased output and quality of work above average, managers are quick to assume top talent is loyal, so they overlook signs of dissatisfaction.

In reality, top talent is just as likely to leave an organization as the actively disengaged workers. Due to high expectations of the workplace, your top employees can quickly get disheartened if they don’t have the opportunity to challenge themselves or are constantly micro-managed.

Additionally, nurturing top talent motivation is not only an engagement boost, but it can improve your business’s bottom line as well. By continuously pushing your top talent, it gives them a chance to become a “triple threat” - combining engagement, talent, and tenure, which are the top indicators of high performance.

Employee turnover can’t be eliminated entirely, but it can be curbed if managers and supervisors understand the reasoning for leaving and combat it strategically. Company loyalty is no longer a given. It is earned by recognizing and acknowledging employees’ needs and nurturing their hidden potential. After all, top performers are proving their worth every day - it is now your organization’s turn.

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