Starlight customer story
Impraise helps Starlight to realise their company strategy through improved feedback loops, goal setting and quality coaching conversations.
Considering the average income in the U.S. is $50,000 a year, that’s $19,000 per person!
Turnover is typically calculated by dividing the amount of people who left the organization by the number of people currently working for it over a given period. For example, if 7 people leave and there are currently 100 people in the organization:
When people leave, the ripple effect can be felt throughout the company. Lost knowledge, interviewing, recruitment and onboarding costs all add up, and companies cannot afford to ignore the long term implications high employee turnover has on the success of the business.
Companies cannot prevent people from leaving for the ubiquitous greener pastures; after all, it’s natural for people to seek change after a certain amount of time. However, there are ways to foster greater loyalty within your workforce, thereby developing ambassadors.
Below are a few common symptoms leading to high turnover, and what you can do about it.
Employee retention starts when a new hire steps through the door. On-boarding is an important part of their experience. This process ensures people have the necessary knowledge, insights and tools needed to become successful in their role.
By introducing them to the mission and the values of the company, new arrivals can begin to adopt and embody company practices straight away. Did you know that when a company implements a successful on-boarding program, they experience 54 percent greater productivity and 50 percent greater retention.
But it should not end there. Once people become familiar within the company and their role, if they suffer from a lack of training opportunities there is a strong risk that they will become disengaged. In fact, 40 percent of employees who receive poor training on the job leave their position within the first year.
People want to be challenged, learn, and grow, which is only natural. After all, they are looking for opportunities to develop, follow a career path, and become better at their jobs. If people feel that their role is not evolving and they stop learning, chances are their motivation will start to decrease as well.
In order to ensure people feel satisfied and accomplished in their jobs, it is not only important to provide training, but also opportunities for mobility within the organization. For example, many people while assigned to a certain role within the organization (such as digital marketing) also have other traits (such as creativity) that aren’t necessarily exploited within their roles. Often, people believe that in order to explore these traits or to start using them at work they need to change jobs, but this is not necessarily true.
By encouraging regular communication between managers and their direct reports, people are able to express the direction in which they want to take their careers and areas for growth they would like to explore. This enables managers to look out for opportunities within the organization that support people’s needs and ambitions.
When companies are able to support and encourage good relationships between managers and their team members, as well as provide opportunities for career growth and mobility, it helps them to retain the best talent. In return, they get dedicated team members who are willing and happy to go the extra mile at work.
There is a long standing belief that people don’t leave their jobs, but leave managers. In fact, managers account for up to 70% in variance of employee engagement scores. Leaders who are not able to create the opportunities for their team, don't communicate regularly with them, and don't show appreciation, are likely to experience high turnover rates.
On the other hand, people who have regular meetings with their managers and feel their managers are invested in them are three times as likely to be engaged. These discussions shouldn’t just be a run through of tasks and output of the week in order to be impactful.
It’s important to cultivate trust between team members and also between managers and their direct reports. If a culture of trust is established, people are more likely to openly speak to their managers when they’re feeling demotivated or lost at work, giving them the opportunity to rectify the situation.
A great leader is someone who is able to inspire, motivate, and coach their workforce. They seek opportunities to help their reports reach their professional development goals. When a company has effective leaders, communication is daily and open. Everyone clearly understands the vision and goals of the organization, and how they can contribute to achieving them.
In order to foster open communication and develop a culture of trust, managers can implement regular check-ins with their direct reports, enabling them to better understand their team members’ needs, whilst focusing on regularly improving their coaching and leadership style.
Turnover can be infectious. When one person leaves, it’s inevitable that their colleagues will consider their reasons for staying.
While compensation is important, people aren’t just working for a salary. Along with wanting to develop and learn on the job, people also want to feel that what they’re doing is having an impact and contributing to something bigger than themselves. They need to feel connected to the company purpose and vision. Ensuring the company mission and values are communicated and understood by everyone is a good starting point. Fostering a culture of recognition and community can help to reinforce a sense of belonging. Here are three ways to do this:
The first is making sure to recognize people’s work on an individual level. It is not compulsory to go that extra mile, so when people do, it’s important to show appreciation. One study found that out of the 2,700 people surveyed, 45% hadn’t been recognized at work in over six months. Recognizing the work done in a timely manner helps people to feel their work contributed to something bigger than them, and ultimately feel more engaged.
Regularly reminding people how their work contributes to the wider company objectives is also a good way of creating a sense of purpose. For example, staying late to help a client fix their access problems can contribute to the company’s brand image and customer satisfaction.
Finally, people naturally want to feel part of a larger community. What are the common values and traditions that tie everyone in your organization together? Spending time on creating an engaging company culture is one of the strongest ways to keep people wanting to work for you, even when others leave.
One of the first things you can do to understand your turnover rates or get a pulse on the health of your organization is to hold regular engagement surveys. They enable you to identify and address factors like lack of development, ineffective leadership and lack of purpose before they lead to high employee turnover.
Impraise allows you to quickly and easily set up engagement surveys and the aggregated reports allow you to draw insights into the current health of the organization. Available both on web and mobile, our customers average a 93% participation rate.
It’s time to tackle employee turnover head on! Check out our free white paper for more insights on How to Evolve Your Company Culture.
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