WORKOUT Staff turnover needs action, not words
RECRUITERS and HR managers are so busy filling gaps in staffing levels that they neglect measures to reduce staff turnover, a workplace development expert says. Colin Beames, director and founder of Workplace Relationship Development Indicator (WRDI) Institute, says there is a great deal of talk about staff retention but not much is being done about it.
Beames says employees leave organisations for three reasons: ■ The push effect, which arises from perceptions about organisational limitations, such as employees’ misgivings about lack of career development opportunities. ■ The pull effect, which is the result of believing the grass is greener elsewhere. ■ Personal reasons, which can relate to family or desire for career change.
‘‘ The effect of the skills shortage has seen organisations strengthen resources at the front end of the recruitment process,’’ Beames says, ‘‘ but surprisingly, not much consideration has been given to the employment strategies that sit within the broader framework.’’
Corporate recruiters may have to get involved in total talent management, he says.
‘‘ Retention is not just about throwing more money at people, but about understanding how to provide differentiated deals, including tangibles and intangibles, for various workplace segments and then delivering on those,’’ Beames says.
‘‘ However, you can’t manage what you don’t measure and HR will increasingly need to be able to quantify risk and relate it to the bottom line, if they want to be invited to the executive table as strategic business partners.’’