Keeping The Organisation Fresh – How To Have Healthy Staff Turnover
To be honest not all of the staff that you employ are likely to be with you in five years’ time: some will move on to pastures new, others will get promoted and others will, being honest, just not make the grade. Not everyone will grow and develop with your organisation – and there is nothing wrong in recognising that.
In the early days of the organisation the management and staff are able to cope with the challenges posed and that time: as the business grows the staff start to feel the pressure and are unable to cope with the greater volumes of work, greater responsibility and the greater expectations placed upon them.
This is a common dilemma faced by managers: the staff must be able to cope and adapt to the demands of the organisation because to not do so puts the long-term health of the firm in danger. This effectively prevents organisational growth and development.
So how do you manage the path through this process? This is a difficult and very challenging set of problems especially when your staff are genuinely nice people and who are giving their best for you?
- Accept that not all staff are up to the challenge and will not develop as you would like them to.
Organisational growth should always be at the forefront of your thinking and without the right people at the right time doing the right jobs, this will fail to materialise. This is not a bad reflection on you or your style, it is just a fact of nature in organisations, as both individuals and organisations develop and change. Always have this uppermost in your mind when considering the staff that you need against the staff that you have.
- Be clear on needing change and growth.
Make it very clear that change is a natural focus for organisational development and that the status quo does not exist in the medium term. The way that you have managed so far has been good but the changing business environment will always mean that to achieve further growth systems, processes and staff will naturally have to change and develop. Inevitably some staff will not be able to keep up with this change hence regular appraisals and reviews are essential to lessen the shock of how change is coming and what this means for the individual and the team. You need to set the landscape out very clearly, very quickly so that everyone’s expectations and understanding is the same.
- Measure performance accurately and scientifically.
Be very clear on the rationale behind your judgements and the path you want to take. Remember that true loyalty is a very rare commodity and while some employees talk about this very few actually deliver against it. Always be sure that the person you are losing really is not delivering against their targets and look for patterns of delivery or non-delivery.
Always have water-tight systems and processes for goal setting and reviews. Quarterly or annual reviews coupled with the setting of quantitative goals can remedy the situation of an underperforming employee. Sometimes people need an external boost or redirection to do their best work.
- Review your own performance and inputs first time, every time.
Before having the hard conversation, ask yourself a few questions. “What could I do to lead this person better? Have I given them clear goals? Have I given them the tools they need to achieve those goals?” Finally, and very importantly, one last question, “Is there another spot on the team for this person?”
- Decide quickly, but do this with good grace.
Make the decision carefully, plan it out but then act quickly: nobody likes huge waiting times when you know you are about to be let-go. The general position is that recruitment takes too long and not enough time is spent letting someone go.
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