2 things to manage employee retention in your team
High employee retention comes costly. So what does the data say about the key triggers why people leave?
A Gallup claims the No. 1 reason is a bad manager – 75% of workers who voluntarily left their jobs did so because of their boss (based on a survey of 1 million employed U.S. workers: Employees don’t leave Companies, they leave Managers).
But this is also said to be one of the biggest HR lies!
It is usually much more complex and usually a combination of different reasons. Culture amp research based on comparison of 175 teams showed the percentage of people whose decision to leave an organization was driven by a manager was at 12%. The key findings are
- Yes, people leave bad managers, but it is not the number one reason
- In “good” companies, managers make a difference
- In “bad” companies, good or bad managers make little to no difference to a person’s decision to leave
What to focus when facing high employee retention?
To make the story short, the main things which distinguish “good” and “bad” teams were:
- Accurate space for personal development
- The quality of the managers’ communication
We found a statistically significant negative correlation between the retention and interest of the manager about team-members development. All subordinates were asked if they perceive they have sufficiently frequent development interviews with their manager.
The regression analyses suggest that providing your team with sufficient development possibilities can positively impact the retention roughly between 2-14%.
The quality of the managers’ communication perceived in the team has been also positively correlated with the business results delivered by the whole bank office team.
So what (to do)?
That’s why we have started to encourage the managers to change the way they are interacting with the team and what they focus.
First of all, managers needed to better understand their team and the needs of their people. A project including sociomapping analyses of the teams to open up the discussion between the manager and the team has been initiated. There was a focus on the following areas:
- Do we have sufficient communication in the team?
- How can we improve the quality of communication in the team?
- How can we help our manager and team to grow?
Such a picture helped the teams to understand and discuss their needs better and drive the change to become a more sustainable team.
Sociomapping of the quality of communication in the team
Heigh represents the average quality of communication of the given team-member (perceived by other team members). Positions reflect mutual evaluation in quality of interaction – the closer the better. (A) – Manager
Do you want to develop your team effectiveness?
Get in touch with us and find out more details about sociomapping programs for your company.