Take note of existing office relationships - Deepstash

Take note of existing office relationships

The friendships we have at work influence us to stay in that place (or to leave). If someone's best friend at work leaves, leaders shouldn't be surprised if that workers resigns next.

The solution: Look for ways you can support the employee that's still there. You have to think: "How can I have more of a dialogue with those individuals who might get left behind, and how can I help them adjust to that transition?"

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MORE IDEAS FROM Quitting Is Contagious. How You Can Prevent It from Spreading at Your Company

MARY-CLARE RACE

"The demand for career advancement is very high, and organizations need to provide those opportunities. If they don't, the individual will go and find it elsewhere."

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When one employee hands in their resignation, other workers inevitably face an increased workload at least temporarily--or more permanently if the employee who departed isn't replaced.

It's important to have conversations about workload--people feel it the most if they're not getting recognition for the extra work they may have taken on, either through title or pay. Be transparent with workers about the backfilling process. If it isn't a priority to fill a vacancy, then be willing to compensate the employees who are picking up the extra slack.

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Quitting contagion

This is a real phenomenon--and it doesn't just happen at companies with poor management, low wages, or any other metrics that might entice workers to abandon ship.

We're very social creatures, and we tend to take cues from the people around us. And in a crisis, people are more likely to make their decisions based on what they see the people around them doing, she says.

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If your workers are disengaged and disillusioned, you're basically inviting the resignations that will follow. But quitting contagions still happen at companies where workers are generally happy.   

You can set up exit interviews with departing employees--and encourages them to share with existing workers why they're leaving. If it's something that the company can improve on, then leaders know what they need to change. 

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Employee investments contribute to a positive company culture, and especially in a time when many workers are reevaluating their career choices, upskilling opportunities can make a big difference in retaining them. 

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RELATED IDEA

The social justice protests of recent years spurred many companies to make public statements supporting diversity, equity and inclusion (DE&I). But new research into the state of DE&I efforts at companies shows that the real work has only just begun.

Just 49 percent of employees say their companies have DE&I improvement strategies, according to my company's Pulse of Talent survey of almost 7,000 workers in the U.S., Canada, the U.K. and four other countries. About 20 percent of workers polled globally say their companies lack strategies to boost DE&I.

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How Companies Can Push Past Diversity, Equity, and Inclusion Lip Service to Enact Meaningful Change. Get started with these five strategies.

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Your Hidden Assumptions

Your mindset naturally constrains your ability to consider alternatives and possibilities that go beyond the boundaries of your thinking. Your limiting assumptions can be about personal skills, team knowledge, and abilities, organizational capabilities, market needs, technology, financial limitations, partnership possibilities, competition, or just about anything else. 

When it comes to strategy and innovation, success depends on how fast you become aware of your assumptions and then modify themBut it's a paradox: You can't see your most fundamental assumptions until you overcome them.

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Cut costs on things that don't make you happy. It's easier than cutting costs that you truly enjoy.

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