10 Ways to Guarantee Your Best People Will Quit...
Here are 10 ways to
guarantee that your best people will quit:
10. Treat everyone equally. This may sound good, but your employees are not equal.
Some are worth more because they produce more results. The key is not to treat
them equally, it is to treat them all fairly.
9. Tolerate mediocrity. A-players don’t have to or want to play with a bunch of
C-players.
8. Have dumb rules. I did not say have no rules, I said don’t have dumb rules.
Great employees want to have guidelines and direction, but they don’t want to
have rules that get in the way of doing their jobs or that conflict with the
values the company says are important.
7. Don’t recognize outstanding performance and contributions. Remember Psychology 101 — Behavior you
want repeated needs to be rewarded immediately.
6. Don’t have any fun at work. Where’s the written
rule that says work has to be serious? If you find it, rip it to shreds and
stomp on it because 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 fun and you will have happy employees who
look forward to coming to work each day.
5. Don’t keep your people informed. You’ve got to communicate not only the good, but also the
bad and the ugly. If you don’t tell them, the rumor mill will.
4. Micromanage. Tell them what you
want done and how you want it done. Don’t tell them why it needs to be done and
why their job is important. Don’t ask for their input on how it could be done
better.
3. 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.
2. Don’t do employee retention interviews. Wait until a great
employee is walking out the door instead and conduct an exit interview to see
what you could have done differently so they would not have gone out looking
for another job.
1. Make your onboarding program an exercise in tedium. 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 “Hire’s Remorse.”
The biggest cause of
“Hire’s Remorse” is the dreaded Employee Orientation/Training Program. Most are
poorly organized, inefficient, and boring. How can you expect excellence from
your new hires if your orientation program is a sloppy amalgamation of tedious
paperwork, boring policies and procedures, and hours of regulations and red
tape?
To reinforce their
buying decision, get key management involved on the first day and make sure
your orientation delivers and reinforces these three messages repeatedly:
A. You were carefully chosen and we’re glad you’re here;
B. You’re now part of a great organization;
C. This is why your job is so important.
This was originally published in the April 2013 Humetrics Hiring Hints newsletter.
Mel
Kleiman, CSP, is an internationally-known authority on recruiting, selecting,
and hiring hourly employees. He has been the president of Humetrics since
1976 and has over 30 years of practical experience, research, consulting and
professional speaking work to his credit. Contact him atmkleiman@humetrics.com.
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