Mistakes made by employers - why do good employees leave their jobs?

Why do good employees leave and employers fail to keep them? We live in times where the employee sets the rules - provided that he is good at what he does. Employers find it increasingly difficult to keep good employees due to the number of mistakes they make. Many of them can be avoided if there is a fundamental awareness of what is the reason for the resignation of vacancies by people specialized and experienced in a given industry.

According to research conducted by CEB Global, as many as 1/3 of full-time employees feel a lack of commitment from the employer and are actively looking for a new job. An employee who feels that he has stopped developing, the organization does not give him a chance for further growth, and the tasks set by him are more and more repetitive - starts looking for new challenges. Challenges that will break the stagnation of his personal growth and give him a chance to achieve better results. Satisfaction is very important in the work of every employee - the lack of it causes a decrease in strength, boredom and internal laziness.

Companies and their managers need to understand what mistakes they make and learn how to avoid them. Otherwise, they will have to deal with constant and frequent employee turnover, and thus it will be harder for them to build the long-term value of the organization.

The following 7 tips will help you prevent frequent layoffs and help you keep the best employees in your organization for longer.

1. Control

One of the reasons why experienced employees leave the ranks of the company are the conservative rules of organization, tiresome and old rules to which every employee without exception must comply. This makes employees uncomfortable - a camera placed behind their backs will not make them work more efficiently, but they will feel more and more controlled every day. Of course, there are companies where the lack of monitoring is impossible, but even in such situations the whole process can be organized a bit more humanely. Any exaggeration is bad - also in the case of employee control.

2. Who is my boss?

The person standing over your good employee must be a worthy example and a leader at the same time. An employee, looking at his boss, cannot see him as a person who waits until the lunch break and is notoriously late for meetings, and the last member of the team to come to work because she is allowed due to her position. The boss must be a role model, and employees must feel the inner need to aspire to higher positions with their superior as an example. The boss must work hard and it must be visible to the whole team.

3. Punishing and rewarding

It is very important to have a serious conversation with an employee when he/she has made a culpable mistake that "hiccups" for the entire organization. Such a situation forces a good boss to talk to draw conclusions and warn the employee so that he feels that he is not unpunished. This type of dialogue leads to increased respect towards the employer and makes the organization more attractive. However, it is very easy to abuse this rule because punishing employees for misconduct will not make you treated with respect as an employer. Rewarding is also an important factor. It can take the form of, for example, awards on the forum of all employees. If it is impossible to organize a short meeting - write an e-mail enclosing all employees and write for what merits the employee deserves "applause" and how his actions affected the entire company. This will make the employee even more willing to work and will try harder.

4. Passion and interests

Each of the employees has their own interests. Some of them have interests closely related to the profession they perform. This means that their heads are often full of great ideas that can have a real impact on the level of organizational effectiveness. The problem of managers, however, is the lack of space for the development of passions and interests, and employees' ideas are not taken into account - after all, they are only employees, it is the management board that sets the strategy and introduces new solutions. This is very short-sighted thinking. Today, we would not have the production of Toyota cars at such an advanced level if it were not for the involvement of Kiichiro Toyoda. There is a huge potential in employees, which is often untapped. Organizing weekly brainstorming meetings and a joint pizza within the company's walls will allow managers to look at all activities from a different perspective.

5. Atmosphere

Building the desired atmosphere in the company is no mean feat. Bringing about a situation in which employees feel at ease and develop all the time belongs to the success of few organizations. A desirable workplace is one where you feel a surge of energy upon entering, you can see at first glance the commitment of managers, hard work, development and work on new things. New technologies, new solutions, interesting clients and projects, and listening to the needs of others is a dream situation in which every employee would like to find himself. The positive atmosphere is also influenced by the integration of employees themselves - if they feel good with each other, and the organization makes it easier for them by, for example, going out together for paintball or bowling, then it will be even more difficult for them to look for new acquaintances in another job.

6. MBO

Management by objectives is nothing more than a goal-oriented work management technique. The concept is based on the fact that the superior and the subordinate continuously set goals for the subordinate. Goals should be measurable, moderately difficult, and specific. The employee himself must understand these goals and willingly engage in their implementation. The very concept of management by objectives is a system in which the entire organization participates, and its idea is to focus on areas that are important from the company's perspective. Through management by objectives, employees know exactly what to do, there is "healthy" competition and the desire to achieve better results. Depending on the effect achieved, the superior's subordinates may have a clear bonus system. The higher and better the results, the higher the bonus at the end of the month.

7. Vision, mission, goal

Every company should have a clear vision of development. It must plan, analyze and involve its employees in the most important processes. Each company should also have clearly defined goals - both short and long term. This allows the organization for high employee retention and high efficiency of their work. The company should know where it wants to be next year, what percentage of the market it intends to take over in the coming months and years, and how it plans further development. It should plan the workflow and weekly, monthly and yearly goals with the employees. Employees, seeing the orderly nature of the organization's activities and goals for the coming years, will be more familiar with the organization - after all, it was them themselves, and no one else, who participated in the development planning. So they feel responsible for where the company will be in a few years.

Summary: each organization, in addition to a clear vision of operation, short and long-term goals, should have a good boss who stands out from the crowd and is characterized by the fact that he works the hardest of all. It should control employees, but with fundamental moderation. In addition, it should both punish and reward employees, but in a thoughtful and wise way. It should support the interests and passions of employees, allow them to develop and integrate together. Finally, it should create a friendly and goal-oriented working atmosphere.