WORK­OUT Staff turnover needs ac­tion, not words

The Weekend Australian - Travel - - Career One -

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.’’

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