As someone who specializes in retention, one of the most common problems is where both candidate (future employee) and company have failed to establish each other's expectations regarding career progression and rate of increase of pay.
Having joined the firm, the employee discovers after 6 months or a year that their expectations are not likely to be met. That the time frame is mcuh slower than they expected and so they start searching for another job, leave the firm, who then have to recruit someone else.
Given the high cost of employee turnover, this pattern is very inefficient for the firm.
So next time you are recruiting, take care to ask candidates about their expectations, in case they differ somewhat from you can reasonably offer.
In the long run it will save you money.
Col
colbrown.co.uk
From United Kingdom, London
Having joined the firm, the employee discovers after 6 months or a year that their expectations are not likely to be met. That the time frame is mcuh slower than they expected and so they start searching for another job, leave the firm, who then have to recruit someone else.
Given the high cost of employee turnover, this pattern is very inefficient for the firm.
So next time you are recruiting, take care to ask candidates about their expectations, in case they differ somewhat from you can reasonably offer.
In the long run it will save you money.
Col
colbrown.co.uk
From United Kingdom, London
I have seen more often than not it is managerial problems which cause an employee to leave. When a person is recruited usually a company would gather enough information about the candidate's skill-set and experience before recruiting.
Don't you think it would be difficult to define the expectations from an employee and vice versa when a candidate is being recruited. And moreover part of the reason for employee turnover is also the fact that employees simply grow out of a job. They become better and seek better challenges and opportunities. Perhaps this is where a HR department becomes crucial. To identify those employees and promote them more suitable jobs.
Orientation and training can probably also play a very vital role in retention. Most employees would expect their companies to invest in their career development and skill-set improvement.
But yes I completely agree that retention is better than having to recruit another person. Will save money definitely.
From India, Gurgaon
660Don't you think it would be difficult to define the expectations from an employee and vice versa when a candidate is being recruited. And moreover part of the reason for employee turnover is also the fact that employees simply grow out of a job. They become better and seek better challenges and opportunities. Perhaps this is where a HR department becomes crucial. To identify those employees and promote them more suitable jobs.
Orientation and training can probably also play a very vital role in retention. Most employees would expect their companies to invest in their career development and skill-set improvement.
But yes I completely agree that retention is better than having to recruit another person. Will save money definitely.
From India, Gurgaon
Yes - the relationship between the manager and the employee is in many cases the single most important factor in determining the state of the individual's everyday experience. A poor relationship will often cause an employee to leave.
As you point out people grow out of jobs, but they do so at different rates: ambitious people want to move up very quickly, others are happy to stay in a post for 2 or more years.
Some firms make the mistake of hiring exceptional candidates without thinking about whether such a candidate will actually be prepared to sit around waiting for promotion. The answer is no they wont. They will leave.
So hiring graduates for non-graduate jobs is dangerous territory. Hiring MBAs for dull managerial positions is often an expensive blunder.
Expectations matter.
Col
www.colbrown.co.uk
From United Kingdom, London
As you point out people grow out of jobs, but they do so at different rates: ambitious people want to move up very quickly, others are happy to stay in a post for 2 or more years.
Some firms make the mistake of hiring exceptional candidates without thinking about whether such a candidate will actually be prepared to sit around waiting for promotion. The answer is no they wont. They will leave.
So hiring graduates for non-graduate jobs is dangerous territory. Hiring MBAs for dull managerial positions is often an expensive blunder.
Expectations matter.
Col
www.colbrown.co.uk
From United Kingdom, London
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