Impending Employee Turnover – The Ostrich Phenomenon

Friday, April 05, 2013

According to a March 21, 2013 press release by the American Management Association (AMA), AMA’s Enterprise division conducted a survey of approximately 1,000 organizations between December 18 and January 6 in an effort to understand employers’ views on employee turnover potential. In short, most employers seem unconcerned with the potential for the possibility of impending employee turnover. 69% of the respondents did not perceive the likelihood of increased turnover as the economy improved as “something unusual”. When asked to rank the urgency of increased turnover, 61% reported the matter was either “Not so urgent” (39%) or “Not at all urgent” (22%).

Sandi Edwards, Senior Vice President of AMA Enterprise was quoted as saying, “Intent to leave is a key indicator of engagement and commitment to the organization. If management wants the best out of its people, they need to be aware of their stress and contribution levels. Management needs to work with them individually to understand what will meet their career goals along with what has to be done to drive the organization forward.” Edwards went on to comment that it is less about turnover in general and more about specifically turnover of the organization’s “high value employees”.

Retention of “high value employees” requires a focus on their individual talents as well as areas of growth potential and clear communications of an individual career plan coupled with reward and recognition. According to Accenture, a global management consulting, technology services, and outsourcing company, high performers are often associated with seven high-performance learning traits:

     ● Autonomous performance

     ● Active soliciting of input and feedback

     ● Future orientation

     ● Self-directed development

     ● Agile alignment

     ● Linking learning and practical experience

     ● Active collaboration

While many organizational leaders appear to be unconcerned with the possibility of increased turnover, employee turnover should be viewed as a risk. Is it not the role of business leaders to manage risk? Risk must be managed, least the organization will its find top talent, market share, customers, and product ideals bearing the logo of their competitors.

Performers, especially high performers expect a broad range of rewards and recognition. Yes, financial and non-financial make up a significant portion of the high performer’s reward package. However, tantamount to reward is recognition. Give them leadership of a high visibility project, a high risk high reward assignment or a task no one else wanted or could not accomplish. It is said that General H. Norman Schwarzkopf, a.k.a. Stormin' Norman, a.k.a. The Bear, moved up through the ranks to general by taking on jobs no one was willing or able to do. True high performers relish a challenge.