When your best employees quit, it’s a time for concern.
You micromanage everything. When leaders tell employees what they need to do and exactly how to do it, it squashes creativity and innovation. The best way to manage your employees is to tell them why they need to do something and why their contributions are important. Above all, asking for their input on how a specific task might be done better will lead to happier employees and more productivity.
You don’t have any fun at work. Where’s the written rule that says work has to be serious? The notion that work cannot be fun is actually counterproductive. The workplace should be fun. Find ways to make work and/or the work environment more relaxed and enjoyable, and you will have happy employees who look forward to coming to work each day.
You don’t do stay interviews. Instead, you wait until a great employee is walking out the door and conduct a posthumous exit interview to see what you could have done differently to keep them on board.
You tolerate mediocrity. A-players don’t have to or want to play with a bunch of C-players, and they will come to resent the need to carry the load for any slackers you keep on payroll.
You don’t develop an employee retention strategy. Employee retention deserves your attention every day. Make a list of the people you don’t want to lose and, next to each name, write down what you are doing or will do to ensure that person stays engaged and on board.
You don’t keep your people informed. If you don’t tell them what’s up, the rumor mill will. You must communicate not only the good, but also the bad and the ugly.
You don’t recognize outstanding performance. Remember Psychology 101 — behavior you want repeated must be recognized and rewarded immediately.
You enforce unnecessary rules. Great employees want to have guidelines and direction, but they don’t want to deal with rules that get in the way of doing their jobs or that conflict with the company’s stated values.
You treat everyone equally. While this may sound good, your employees are not equal. Some are worth more because they produce more results. Some prefer hands-on management while others would rather take the ball and run with it. The key, then, is not to treat them equally, but to treat everyone fairly and with respect.
You don’t make each new hire feel welcome and valued. Employees are most impressionable during the first 60 days on the job. Every bit of information gathered during this time will either reinforce your new hire’s “buying decision” (to take the job) or lead to “new hire’s remorse” — especially if you leave them to fill out heaps of paperwork and watch training videos while you do “important things.”
Your best employees are your organization’s top investments and assets. To retain your top employees, identify where they might find faults within your organization and work to improve them.
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