Caring for staff
Speaking sense. You know it when you read it!
A couple of my clients have staff resigining or getting itchy feet at the moment. It’s normal.
But what you do about it matters.
Read this and use it to help you make a decision about those key workers and the impact they have on your business if they stay or if they go.
Forty-seven
percent of your most productive, most creative, most valuable workers
are mailing out resumes, going on job interviews, even contemplating
other offers.Even worse, many managers are actually accelerating those departures
by how they treat those employees, said Mark Murphy, chief executive of
Leadership IQ and co-author of The Deadly Sins of Employee Retention:
Cutting Edge Strategies for Keeping Your Best People."Frankly, we treat our high performers worse than any other employee," he said.
"When a manager has a tough project upon which the whole company depends, to whom do they turn?
"Who gets the late hours and the stress? It’s not the low
performers, because managers want the project done right. Instead,
managers turn to their handful of high performers."Over and over we ask our high performers to go above and beyond,
making their jobs tough and burning them out at a terrible pace.
Meanwhile, low performers often get easier jobs because their bosses
dread dealing with them and may avoid them altogether."Little wonder that "high performers hate slackers," he said.
"Eighty-seven percent of (high performers) say working with a low
performer or a slacker has actually made them want to change jobs.
They’re really sick of having to carry the load for everybody else."