Sometimes I can’t let your articles go by without comment.
I am stunned at the stats. I thought it was only me, but in all the job changes I have had in my life, the reasons were, those outlined in your article for each and every time I moved on. Of course we don’t say this in case we burn a bridge or two for our future and we don’t want to appear to be the problem so we put up with it for as long as we can then move on to “an opportunity that provides me with the scope to develop” or “one that will allow me to expand my horizons”, or ” a move that will more consistently complement my skills and future goals” and other stupid euphemisms.
The writer later told me he believes people don’t willingly leave a job they really love. He did so once for ‘a ridiculous amount of money’. “That was a big mistake!” he said.
When it comes to employee departures, prevention is definitely better (and cheaper) than cure. Here are a few simple tips:
- Check that you have put people in roles that suit their unique talents and abilities to ensure peak performance and job satisfaction.
- Check that they know what’s expected of them so you can regularly measure and reward performance.
- Check that they feel challenged and valued.
With just those three checks in place, I guarantee you will be well on the way to actively managing staff turnover and avoiding ‘the long goodbye’.