HOW TO PREVENT YOUR HIGH PERFORMING STAFF FROM RESIGNING
By Anayo Nwosu
“Sir, I don’t know if this is a good time to discuss something very urgent with you?”
“Sir, I want to tell you that I’m dropping my resignation letter today”.
Many supervisors are familiar with above conversations between them and their subordinates who have decided to resign and move on. How the supervisor feels is not a today’s topic, more especially when the staff resigning is so good and well trained. This episode also happens at the middle of a key project or at a critical period in the life of the team or organization.
The challenge is: how can a supervisor or employer retain systemically important or very higher performing staff members much longer and to keep them away from the competitors who are ever ready to entice them with increased pay packages and incentives which the current employers can’t readily match?
Some of the ways are:
- A supervisor should build a personal relationship with the subordinates beyond office. The supervisor should know the subordinates up to the house, help solve some of their personal problems, play a mentor role and ensure that their benefits in the organization get to them as at when due.
- The subordinates should be placed on the roles that match their natural abilities or be trained to acquire skills to deliver. They must be happy doing the work and must see visible career growth in their current roles.
- Look into how your subordinates manage their salaries and bonuses to ensure proper application of funds so as not to create wide gaps that would make them think that only moving to another job could solve. Help them create wealth with their earnings.
- Create an office environment where staff look forward to resuming every day. You should reduce tension and investigate and deal with acts of victimization and wickedness of team leaders.
- Be the “doing” supervisor by leading by example. If you make the office a shredding place or a hell, in a short time, staff that remain would be the hardened ones or lemons because good ones would have floated their skills in the market and would be grabbed. Some might even move at parallel grade or salary. Many staff move because of their dislike of their bosses not because of the organization or workload.
I had an interesting conversation with a subordinate who came to tell me about his new job offer. He was given the next level. I love the guy and his work. I guess he sees me as a mentor and a father. He showed me the offer with higher pay package. I laughed and asked him to forget the new offer that he was better of working with me. He believed me. He trusted me. He remained at his current level, at lower income until nearly a year when he was promoted. This and others like his validated my belief that money alone does not make staff leave.
However, staff movement cannot be effectively controlled because individual staff have their personal career goals or interests which only them can handle. Imagine a good banker resigning to pursue his music career or to become a priest. How can you stop that?
Ironically, the current creators of current jobs or employers used to be employees somewhere else who were bold enough to resign or were sacked. How do you keep a staff whose salary can longer sustain him or her and salary review is not in view?
Another twist now is that the youths don’t want to work again and those who want to work prefer to do it in Candan, USA or in the UK.