Is retention of newly hired employees a concern for you? A recent Korn Ferry Futurestep survey reveals 90% of executives think so, with a majority reporting that 10-25% of new hires quit within 6 months. What a waste of time and energy! Let’s analyze the top reasons new hires quit and explore solutions.
|New hires quit because…||Possible solutions|
|Job realities don’t meet expectations. 39%
|Provide applicants multiple ways to learn about the job they are applying for.
Use validated assessments to identify candidates with the desired aptitudes for your job realities.
During the interview process, use questions that accurately gauge the applicant’s skills and interests for the essential characteristics of the job they applied for.
Accurately educate candidates about the job they are applying for; don’t use vague or fancy language, or sugarcoat the less desirable aspects of a job. Use exit interview comments from previous employees who quit.
Continually evaluate processes and timelines to make it as efficient as possible while also identifying opportunities for the applicant to learn more about your jobs.
Ask new employees soon after they start about their experience to surface any discontent (“Does this job meet your expectations? Are the realities what you expected?”). Troubleshoot as appropriate and possible.
Solicit feedback from exiting and current employees to evaluate your job messaging and identify ways to improve
|Don’t like the culture. 19%
|New hires may not feel welcomed and connected to the Mission. Provide a meaningful onboarding experience that is not just completing paperwork, learning policies and a quick tour. Utilize a longer-term strategy to welcome the employee to the workplace community, encourage collegial relationships and help them develop a deeper level of understanding about the Mission and career opportunities.
Mentoring. Connect new hires with a mentor to identify career pathways and support professional development. This sends a powerful message to the new employee: you are important and we want to help you build a career here. Carefully select and train mentors so there is a good match and to clearly define their role’s purpose and limitations.
The hiring experience should accurately portray the organization’s culture. If the red carpet is rolled out for applicants, then put away when new hires start their jobs, dissatisfaction will quickly settle in.
Solicit feedback from exiting and current employees to evaluate your culture and identify ways it can improve.
|Don’t like their boss. 15%
|Collect and evaluate data on new hire quitting; if you find trends or patterns, evaluate your Supervisor selection and training protocols.
Being an effective supervisor is a learned skill that gets better with a commitment to improve and a willingness to learn.
Review who is being promoted to supervisory positions – do they possess effective people management skills? What efforts are made to improve the people management skills of existing supervisors?
Research shows employees are happier when their supervisors possess technical expertise and could literally step in and do their job. It appears this legitimizes the job competency of the supervisor in the eyes of the employee. (Harvard Business Review)
MSEC members have numerous resources to address employee retention, skill development and more. Contact us today!