Plugging the memory drain caused by employee turnover

Plugging the memory drain caused by employee turnover is a critical step in securing your company’s success. Hiring expert, Robert Cameron examines the issue and the solutions.

It is a fairly common characteristic of employee turnover that it is long term employees who leaves voluntarily. The impact of losing these valuable employees is that a critical piece of your business’ memory leaves with them.

The ex-employees have knowledge about procedures, where assets are stored, critical business data, and other information that no one else in the company might have. For example, the person who left may be the only one who knows where to find critical computer files you need.

A recent study revealed 80% of company’s digital data is generally inaccessible because it is stored as personal files on personal computers. That’s means businesses could lose up to 80% of its memory due to employee turnover, and that spells huge problems.

Although not all turnover you can be prevented, it is estimated that approximately 80% of employee turnover can be eliminated. Unwanted turnover is prevented two ways. First, hire people who are a good risk for long term employment and second, providing better leadership and management.

Often hiring managers assume that a capable person with proper training can perform any job well. This flawed assumption does not account for job matching of soft skills found in behavioral traits, personal interests and thinking styles. More often than not conflicts between job requirements and employees’ soft skills, often referred to as job fit, lead to poor performance and turnover.

To reduce turnover you should use professional assessments that match employees to the work they do. People with jobs that match their skills and preferences tend to stay in their jobs, perform efficiently, and solve problems, not create them. Assessments are easy to use and the best ones provide job matching information and information on the total person, plus interview questions. See www.racameron.com/assessments.htm

Now for the second half of this two part solution, effective leadership. Our research discloses that people do not quit companies; people quit people – generally their managers.

Unwanted turnover suggests that a manager’s performance may need evaluation and improvement. Too often we think the loss of a manager will hurt our organization when the truth is it may be the best solution to the turnover problem.

To keep your company from getting into these situations you need an effective tool to help you, and the people he/she works with, evaluate that manager. A 360 Feedback survey is based on leadership and management skills followed by a targeted program for management skill development. We recommend a 360 for every manager, not just the ones who are causing turnover. They are easy to implement and you get a complete picture as to how their subordinates, peers, superior, and themselves, perceive their performance.

In summary, cut the risk of losing valuable information because of employee turnover. Implement these simple steps to improve your selection process and develop your leaders. People who are in a job that fits them and receive good leadership will stay with you. With skilled labor supply shrinking this is a critical step.

For more information on this critical business issue and the employee assessments to handle it, contact Robert A. Cameron & Associates, Weston FL, a Strategic Business Partner of Profiles International. Mr. Cameron’s team works with employers to help them increase the effectiveness of their employee selection, hiring and development, and improve their company’s productivity and profitability. They can be reached at 954-385-8701 or visit their website at www.racameron.com