Like most myths, the one that “people don’t leave companies, they leave managers” contains a kernel of truth. But organizations that believe the “leaving managers” myth really focus their attention in the wrong areas when they’re trying to address their retention problems. Here’s what organizations need to know about keeping good people: managers matter, but not nearly as much as leadership and development opportunities.
Traditionally, employee retention—the ability to keep staff—is considered a telltale sign of a company’s health. But as Ryan Holmes, CEO of Hootsuite, lays out in this article, focusing blindly on retention actually misses the bigger picture. The metric he thinks companies should be tracking also and more is something he calls “people movement,” which is the oxygen pulsing through a business.
Written by Ryan Holmes, CEO of Hootsuite, published by FastCompany
Traditionally, employee retention — the ability to keep staff — has been considered one of the hallmarks of company health. But focusing blindly on retention actually misses the bigger picture. The metric we should be tracking is something Ryan Holmes, CEO of Hootsuite, calls people movement: the oxygen pulsing through a business.
Article by Ryan Holmes, CEO of Hootsuite
An attrition crisis shouldn’t be wasted. If leaders act decisively and learn how to deserve better retention, a company can easily emerge stronger from such a crisis, with a more engaged and better-aligned team, and with a set of practices that will keep the culture healthy as the company grows. Creating a culture in which people can talk openly about questions of staying and leaving has tremendous long-term value.
Article by Nico Canner, Incandescent
If a company attends to its employee experience with the same level of discipline and intention that it does to its customer experience, the results can be seen across the board. Employees are more satisfied, companies enjoy higher employee retention and other benefits, and customers get better service. The keys to customer experience excellence show companies how to succeed in the employee experience as well.
For decades, career development has been compared to a ladder—a series of promotions that move employees into higher, better payed, and highly competitive, leadership positions. But as organizations flatten out and eliminate managerial roles career ladders are turning into “jungle gyms.”As a result, flat organizations must find alternatives to promotions in order to keep people motivated, or risk employee turnover and low engagement.
A manager’s job is to guide a team to deliver results, and she’s able to do that well in a sustained way — not because she exhibits power, control, or authority, but because she nurtures and enhances a set of human relationships around her. What’s more, she’s developed those relationships by crafting a long-term vision. Doing so can extend the life of employees at your company, but also bring clarity to how and when they should embark on the next stage in pursuit of their dreams.
Rather than fight turnover, companies may do better to embrace it instead of pouring time and resources into trying (and failing) to get your employees to stay.
The solution to rethinking employee evaluations isn’t complicated, but also not so easy: Include feedback that flows from manager to employee and employee to manager and create an environment in which all parties feel safe enough to speak openly and honestly in service of reaching mutual goals.