The Recruiting & Retention Perfect Storm, Part 2

In Part 1, we looked at several aspects of this perfect storm, including:

• The unfavorable to employers imbalance between talent supply and demand
• The pent up desire by employees to move to a new position
• The cost of replacement of departing employees

In Part 2, we will look at other aspects, such as

• The major causes of employees leaving
• Employee expectations of their employers
• Actions which organizations can take to improve employee satisfaction and thus retention

Below is a list of the most common factors that cause employees to seek to make a change

The above reasons are ones about which the employer has virtual little or no control – thus, we categorize them as non-addressable.

• An exception is re-location, which in today’s world of work has demonstrated that many positions are able to be successfully performed remotely.
• Some of you may be thinking that reason 1) is also addressable — by assuring employees they need not be concerned about their job security. Trinity’s experience is that once the seed of doubt is in the mind of employees, it is very difficult to counteract it — short of continued employment being guaranteed.
• Likewise, 2) may sometimes also be addressable – via remote work or an in person/remote work hybrid.

Below is a list of the most common factors which employers are able to successfully address—to varying degrees.

Let’s now turn our attention to each of these.  Before doing so it should be recognized that often no one single factor may be the reason an employee decides to look elsewhere or to be willing to listen to external opportunities.

• 1)  Job Specifics
  • This factor frequently entails several different aspects, such as:
    • a) Mismatch of an employee’s areas of interest, education and/or experience
    • b) Capability of the employee to perform the position’s duties and responsibilities – including both their being unable to do so as well as their being able to perform higher level work
    • c) Workload that is too great and so can overwhelm them or be too stressful
• 2)  Career Development & Advancement
  • This occurs when an employee is not being given opportunities to grow their knowledge and skills (in terms of their depth &/or breadth).

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  • In turn, this leads to an employee believing their career is dead ended & thus leaving.
• 3)  Work-Life Balance
  • If an employee feels their workload or schedule is such that their life is consumed by their job, the person eventually decides that leaving is the answer to restoring work-life balance.
• 4)  Relationship with Supervisor
  • For employees this relationship typically serves to form their perception of the organization as a whole – not surprising given that an employee has more interaction with their immediate supervisor than anyone else.
  • A relationship characterized by an employee having any of the following feelings often is the trigger or the tipping point in their decision to leave.
• 5)  Work Environment
  • This generally consists of a wide-ranging collection of factors, such as:
    • a) Organizational culture
    • b) Leadership style
    • c) Communications
    • d) Policies & procedures
    • e) Physical facility
    • f) Flexibility & receptivity to ideas, change & the like
    • g) Social norms
• 6)  Pay & Benefits
  • These two go hand in hand, & today’s world employees are able to get information as to what other organizations provide – such information may or may not be accurate, but employees use it as their measuring stick
  • Pay & Benefits have two key facets:
    • a) Internally equitable
    • b) Externally competitive

In Part 3, we’ll delve into what actions employers should take to address the expectations of employees, and therefore be an employer where current employees want to stay & to which potential employees are attracted.

Author: Salvatore LoDico, CEO
The HR Godfather™