Do You Have an Employee Attrition Strategy?
Most organizations struggle with employee turnover. There are multiple reasons why this occurs, ranging from internal culture issues to simply a hot job market. But instead of being in reactionary mode when employees decide to leave, why not have an intentional attrition strategy?
Intentional employment is an approach to strategically control the number of employees in an organization over time. Most companies don’t operate this way. During interviewing and onboarding, it’s assumed that the employee will stay with the employer indefinitely. When the employee does leave, the process feels awkward, as neither side has prepared for that eventuality.
Why can’t attrition become normalized? In short, make the process where employees know at the beginning of their time at the company that there will be a time when they leave, creating both transparency and security. A process where people enter a business, either get promoted, shift roles, or leave on good terms. A few might even become boomerang employees, coming back years or decades later, bringing new experiences and capabilities to the organization. The employer naturally keeps getting stronger as a result.
Taking the sting away from losing great people takes time and effort. But if you create an organizational process that doesn’t penalize workers who resign, you can generate a better culture that will positively affect your operation.
This can be done by creating an environment where employees feel comfortable being honest. Putting real resources into training, mentoring, and apprenticeships. Giving people real work challenges and the ability to try new things that directly impact the success and learning of the organization. It’s about gaining knowledge beyond the required skills of the role and delivering the tools and capabilities that set them up for future success.
This also means continuously moving people up or across the business landscape and articulating clear paths to do so. The more predictable the talent flow through your company is, the more new hires will realize that your organization is not just a job, but a value-add for their careers. Make farewells positive by not just “celebrating their future success”, but by staying in touch and keeping the relationship active.
While there will be times when employees become ‘lifers’ at a company, don’t focus on having that be the majority of the staff. Rather, you should consider giving employees a variety of options to engage with your organization. Someone who leaves could come back on as a contractor in a specialty capacity. Or serve as a mentor for a new person in the role. Just because someone is leaving your company, doesn’t mean you should simply cut your losses. Consider how you can create a strategy that enables people to stay and diversify their experiences, as well as how to gracefully exist and add value to themselves and the organization in the future.
About the Author
Andrea’s 25-year, field-tested background provides practical, behavioral science approaches to creating differentiated, human-focused organizations. A 4x ADDY award-winner, TEDx presenter, and 3x book author, she began her career at a tech start-up. She led the strategic sales, marketing, and customer engagement efforts at two global industrial manufacturers. She now leads a change agency dedicated to helping organizations differentiate their brands using behavioral science.
In addition to writing and consulting, Andrea speaks to leaders and industry organizations worldwide. Please contact Andrea to access information on her book, keynoting, research, or consulting. More information is also available at www.pragmadik.com or . www.andreabelkolson.com
Originally published at https://www.linkedin.com.
