The history of HR functions
Hr used to be concerned with measuring human capital then it became inundated with lawsuits related to sexual harassment, discrimination, and union contract negotiations and disputes. Today hr mostly handles legal issues. The human costing element has been transferred to accounting and renamed cost accounting.
Why is turnover occurring? Topics
- Lack of respect
- Career growth expectations and opportunities
- Measuring performance/witch hunts
- Positive attitudes, wordplay, constructive approaches
Lack of respect
Respect is often difficult to understand and it is earned more so than given. If respect were a number we begin at zero. Zero is more like indifference, neither good nor bad. As a person demonstrates leadership, intelligence, consideration, and reliability over time, that person earns respect. Respect is significantly flawed by a bias for the position, rank, the job performed, and knowledge of common credentials for a job. Because respect is so often flawed, many, many people are given a negative value initially but it is up to us to be aware of our own bias and adjust them. Respect everyone until you know them.
Trust requires multiple perspectives. Trust in yourself as a manager who trained the employee who has and will continue to provide them with tools and knowledge to be effective. A manager must share experiences which include those rare incidents that would recur if not for a process or training. If training is thorough, trust your employee. Trust is also incremental because multiple people train and manage. Trust accrues through those employees that become involved in an action or decision.
Trust is most notably demonstrated through freedom of decision. Give the employee the space and time to make what you perceive is a good decision and they will thank you for it.
Career growth, expectations, and opportunities
This is where the real value of human resources is neglected; career planning and growth. This is also incredibly easy to deploy. Simply ask employees what they want to do when.
They need to commit to a career path and track their progress just as the company should attempt to track their path and timeline as well. As the article mentions, the modern job market typically demands job hopping to achieve growth goals but there is another issue; expectations. I refer to it as the Expectation Gap. This means the greater the difference between expectations and opportunities (timing, quality, quantity), the greater our disappointment, the lower our loyalty, and the higher our turnover.
Another note regarding measurement. It is important to realize that some turnover is systemic to the job market and the only way to control for that is competitive opportunities. Do not over-adjust internal controls attempting to adjust for market behavior.
Stress very frequently results from poor communication and unclear priorities. Rule number one, priorities are never equal. Sequence those priorities and agree on a timeline. The timeline should include incremental completion estimates or gateways and gateway reports. For communication, common issues include scope creep and goal change management. Anytime the scope of the originally defined project or goal changes, the timeline must change and employees must agree.
Measuring performance/witch hunts
It is also very common for performance measurements at the employee level to be absent. They may be present at the corporate and management levels but not the employee level. This results in witch hunts and politics being the dominant force in job security instead of performance. Differences in perception of performance and bias will create fear and hostility on the ground level that will certainly increase employee turnover.
Positive attitudes, wordplay, constructive approaches
Words do hurt. Never simply say, “We can’t do that” or “No, don’t do that.” Why? Ironically, “why” is exactly what is missing from the above negative statements. To be constructive, add “because” and add factual information to support why you think it won’t work.
Do not personalize it. An action or idea does not need personalization. It can stand alone. When we link an action or idea to a person, ego and humility comes into play where it does not necessarily need to be. Timing. Believe it or not, we can include personalization in private if we have to. Address the idea in public and the person in private. This is because of the cumulate property of respect, or loss of respect (intelligence over time perceived by the group).
Addressing an idea in a group setting and adding information is enriching the room with factual growth. Employee retention can also be increased by pay, power, authority, training, and additional tasks. Just try to balance enrichment among employees to avoid resentment. Someone with good work ethic and the desire to grow is more likely to welcome these things.
Autonomy: freedom of decision
Humility: emotional containment
Self-awareness: to identify bias
Source of inspiration