Your employees are leaving at an alarming rate. How can you keep them from walking out the door?

The employees leave the organisation because of broadly following concern areas, No Supportive and learning culture Biases and favouratism No or limited Growth opportunities Lesser Compensation and benefits Lack of collaboration in team Proactive approach to deal above concern areas can resolve issue of attrition.

Like most already said, you must first understand the root cause of your attrition. Use your data and stratify the information down to the root cause. Then think about prioritization and tackle low hanging fruits first. As we all know, compensation is no longer the driving factor for the times we are in. Flexibility and autonomy is more valued in our society today. Focus on deliverables and not so much how much time is an individual is tied to day to day work. It's important to horn in on innovative ideas and put much thought when selecting talent to ensure you are hiring the right talent for the role that you are looking for. In addition, ensure roles are not monotonous that could cause lack of interest and hence unproductive.

First, you need to understand what's driving attrition. It may vary between departments, locations, and managers. Until you ask the questions and understand what is going on, you can't remedy it. In 2024, employees are looking for more than a paycheck. Culture is critical: benefits, flexibility, development opportunities, meaningful work, and general kindness and connection at work. You must be prepared to act on the feedback quickly at all levels of the organization.

Understanding the root cause is first and foremost important to minimise the issues. There may be several reasons for employees leaving organisation. Identifying major area of concern by analysing data from exit interviews and wide consultation with employees add value for better decisions making.

Understanding why they leave is key, as only then will you be able to tailor fit your benefits and what not to fit the needs of your employees. And it's not just benefits, culture, career development needs and so on.

Provide career advancement opportunities, Offer competitive pay and benefits . Prioritize your team's mental health. ..Maintain open and transparent communication.

Regular feedback and recognition Offer competitive compensation and benefits. Promote work-life balance. Provide opportunities for skill development, training, and career advancement to help employees grow and progress in their careers within the company. Create a positive work environment.Foster a supportive and inclusive workplace culture where employees feel valued, respected, and engaged.Promote communication and transparency: Keep employees informed about company goals, decisions, and changes.

By providing regular performance reviews, feedback, coaching, and mentoring, and by creating clear and realistic career paths and goals for each employee.

Ensuring employees see a future in the company they invest time and energy into is critical. Beyond regular feedback and developmental offerings, understanding individual career aspirations is key. Some seek upward mobility, while others aim for excellence in their current roles – each perspective contributes to a resilient organization. Let employees guide their career paths; avoid making decisions for them. Empowering individuals to shape their trajectories fosters a culture of autonomy and contributes to building a lasting, adaptive organization.

By offering career development opportunities, Training Programs, Performance Reviews and Feedback, Mentorship and Coaching, to employees

Recognition is the key to keep any individual motivated; it may be as simple as noticing an individual's contribution to something or someone going an extra mile to get something done, but acknowledging, thanking and respecting that individual in your very own form goes a long way to make the individual feel valued and respected. This in turn makes them feel motivated, safe and to keep growing and doing wonderful things. It's not always your spot awards, but just enhance and bring in the concept of peer-peer recognition, thank you card or let it be a small note, this definitely will spread a smile on the other face and go a long way.

Recognition can be seriously underrated but a large reason as to why someone leaves. People want to feel they are valued, appreciated and part of a team and company and small gestures and taking a personalised approach as well as strategically thinking around how the organisation is managing and observing it's employee life-cycle can go a huge way to being more productive and retaining and developing talent.

In my experience, rewards and recognition plays a huge role in lifting staff morale and self esteem but employee relations experts should realize that this process has a life span and so must be done constantly and with other HR processes (employee engagement, training) that would keep the hunger to do more alive in the employee.

We have approximately 5000 workers in a single unit and I dont belive recognizing and incentivise employees will help reduce the attrition rate. I have seen the introduction of new hires with higher pay can indeed demoralize existing employees, especially if they feel their contributions are undervalued or if there is a lack of transparency in the compensation structure. There must be some serious CTC Benchmarking required to retain existing talents.

A robust reward and recognition framework taking into consideration what makes employees happy is crucial. It should have a mix of instant, short and long term rewards and recognition programs to cater to wide range of talent and have a continuity in the minds of people leading to motivation and pride.

One of the key contributors to Employees retention is shared leadership concept. When employees can feel that they are part of the decision making process and ensure that their voice is heard.

Empowering employees with autonomy in their work day is more crucial than ever. Respecting them as responsible adults is key. The desire for a say in day-to-day operations resonates strongly with prospective, current, and former employees. Recognizing that lives extend beyond the workplace is vital; employees bear significant responsibilities outside of work. Contrary to common misconceptions, granting flexibility doesn't compromise productivity. Data consistently reveals that employees with autonomy are not only happier but often more productive. It's essential to dispel the myth that rigid control fosters better performance – underperformers persist regardless of their work environment, while autonomy breeds satisfaction and success.

Giving employees autonomy and flexibility by encouraging Work-Life Balance, Promoting flexible work arrangements, providing adequate time off, and encouraging employees to maintain a healthy work-life balance. Cultivating a supportive and inclusive workplace culture where employees feel valued, respected, and appreciated.

Talk to employees understand the reason . Then offer them the career growth opportunities . Motivate and communicate with them.

Autonomy and flexibility play a big role in developing employees' mental and cognitive abilities to manage their stress and overall mental state. The biggest tool in keeping employees engaged is to demand to make decisions, maybe it will sometimes lead to failures but such employees will own responsibility and feel empowered and create unity. It also builds trust with seniors and confidence boosts growing leadership which is part of growing second-line leadership.

However, leaving an employer in the lurch with no significant role in jobs also contributes to unwanted attrition for career-sensitive and progressive employees. Poor compensation and nil or little reward schemes by employers also contribute to stray employees who later exit jobs seeing no future in the company. However, it is all management and it's an insensitive policy which contributes to greater attrition. Close supervision, with no hierarchy or unit of command, is also a cause of concern in retaining employees.

Definitely, communication is an important factor. But I am not sure how many of us have considered this. We usually dont under communicate, we over communicate in the corporate world. I realised this more as I turned an Entrepreneur. Visión and Missions, fancy onboarding decks, CEO goal statements funneling down till executive level. It's overload. They key is providing role specific communication to each level/department/grade of employee. Avoid too much information offload in the name of creating awareness etc. Current generation clearly demarcate their personal and professional goals. Tell employees whats expected from them in 5-10 key points with quality standard, expected timeline, wait for them to seek more input. If needed.

Yeah Employees leaving is the big challenges to any organization specially for HR. But HR is the main chef in any organization & he can smell what is cooking behind. He should be proactive & as he perceives something, immediate he should get in touch with that employee and diagnose the remedies.

Often from my experience working in various organisations, poor communication is the key driver for people leaving organisations. This can stem from a variety of other factors but usually comes down to communication. Be open, fester and healthy environment whereby your employees feel psychologically safe to speak up and out about things and actively encourage it.

Clear communication is vital from all levels in the organization. Employees seek transparency regarding company and departmental goals, desiring active involvement in driving organizational success. Understanding individual goals and performance fosters a sense of shared achievement crucial for stability. Tailor communication methods to employee preferences, recognizing the dynamic nature of interactions. Embrace individuality in communication approaches, ensuring each employee feels valued and informed. Effective communication cultivates engagement and alignment, essential for organizational cohesion and progress.

Vast amounts of research points to poor leadership as a primary reason people leave companies. Traditionally, career ladders are vertical and a common way to advance is by becoming a people leader. However, employees who have been great individual contributors might not have the right demeanor to be effective leading others. It's helpful to take advantage of leadership development and training opportunities available, but I think it's equally important to remember that leading people is not something that everyone excels at. Great leaders make all the difference. I hope everyone is blessed with a few throughout their career. It makes all the difference in the world!

Another thing I have found is their bonding with their immediate reporting managers . If the immediate manager does not have a good rapport with their subordinates and does not take care of their problems at work , that could be one of the reasons for high attrition rate . Some times employees leave the organisation not because of the work place culture but because of their immediate manager.

Employees leave for various reasons, but three critical factors can significantly influence retention: a healthy work environment, internal career growth prospects, and transparent communication. When these elements are lacking, employees feel disconnected and undervalued, prompting them to seek opportunities elsewhere. Building a workplace culture that prioritizes these aspects can foster loyalty and reduce turnover rates.

Create a positive work culture that values and support employees. Encourage employee professional growth and development and offer competitive compensation and benefits.

-Se requiere de un 'internal skills marketplace' para potenciar al talento por medio de senderos de carrera dentro de la empresa. No basado en puestos sino en skills. -Un mercado interno de talento para potenciar a su gente basándose en 'skills', para que puedan crear su(s) sendero(s) de carrera ideale(s). -Conectar a empleados con las oportunidades de desarrollo profesional relevantes, no solo pensar en 'cartas de reemplazo', que suelen ser unilaterales. -Identificar y cultivar a sus mejores talentos para que quieran permanecer en la empresa porque ven oportunidades relevantes de crecimiento y desarrollo.