What Makes An Employee Stay? Would You Believe Energy?
Hiring good people. Giving them incentives to work hard. Rewarding them.
All important but did you know the most important key to retention is the energy in your workplace?
According to newswise.com, research shows that people who energize their work colleagues are less likely to voluntarily leave an organization - unless they are high performers.
A research study has found that people's energy towards colleagues has a major influence on how likely they are to leave their josb voluntarily. IT workers over a four-year period were studied by academics at the Grenoble Ecole de Management (France) and the Surrey Business School at University of Surrey.
Retaining staff is a key focus for companies since staff turnover causes huge costs in terms of recruitment fees, training and loss of organizational performance. It is estimated that replacing a high level executive can cost up to 4.5 times' the employee's salary.
The study reveals that people who have "energetic activations" (the hump you have to get over to get out of bed in the morning) with colleagues are less likely to leave an organization voluntarily than those with low energy towards workmates. However, conversely, energized people who are also high performers are actually more likely to leave an organization - probably because they have good alternatives elsewhere. At the other end of the scale, low performers who do not energize others are likely to be asked to leave.
The research concludes that the people who are most likely to stay in their jobs voluntarily are those who are in the middle of the energy and performance spectrums. The research builds on the idea - developed in the early 2000s - that relationships have a strong bearing on how "embedded" people are within an organization, and how likely they are to leave.
"While there has been much research in the past into staff turnover, there has not been a consensus about what causes people to leave their jobs," say researchers. "When someone leaves a job, it is rarely a total surprise - usually colleagues and bosses are aware that the person is growing more distant. What this research shows is that having a low level of energizing interactions, which causes an individual to feel isolated in his job, is often a major factor behind their decision to leave."
Other findings:
•Being fired is not necessarily down to poor performance or not being a good fit; it may be because an individual dampens the energy of those around them.
•Findings could help companies to reduce their staff turnover, which represents a huge cost both in terms of replacing people and organisational performance
All important but did you know the most important key to retention is the energy in your workplace?
According to newswise.com, research shows that people who energize their work colleagues are less likely to voluntarily leave an organization - unless they are high performers.
A research study has found that people's energy towards colleagues has a major influence on how likely they are to leave their josb voluntarily. IT workers over a four-year period were studied by academics at the Grenoble Ecole de Management (France) and the Surrey Business School at University of Surrey.
Retaining staff is a key focus for companies since staff turnover causes huge costs in terms of recruitment fees, training and loss of organizational performance. It is estimated that replacing a high level executive can cost up to 4.5 times' the employee's salary.
The study reveals that people who have "energetic activations" (the hump you have to get over to get out of bed in the morning) with colleagues are less likely to leave an organization voluntarily than those with low energy towards workmates. However, conversely, energized people who are also high performers are actually more likely to leave an organization - probably because they have good alternatives elsewhere. At the other end of the scale, low performers who do not energize others are likely to be asked to leave.
The research concludes that the people who are most likely to stay in their jobs voluntarily are those who are in the middle of the energy and performance spectrums. The research builds on the idea - developed in the early 2000s - that relationships have a strong bearing on how "embedded" people are within an organization, and how likely they are to leave.
"While there has been much research in the past into staff turnover, there has not been a consensus about what causes people to leave their jobs," say researchers. "When someone leaves a job, it is rarely a total surprise - usually colleagues and bosses are aware that the person is growing more distant. What this research shows is that having a low level of energizing interactions, which causes an individual to feel isolated in his job, is often a major factor behind their decision to leave."
Other findings:
•Being fired is not necessarily down to poor performance or not being a good fit; it may be because an individual dampens the energy of those around them.
•Findings could help companies to reduce their staff turnover, which represents a huge cost both in terms of replacing people and organisational performance
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