Why Male Employees Leave and Staff Retention 2014

Employees Leave

New research about why male employees leave shows significant trends in staff retention for 2014. Find out the employee motivation behind voluntary leavers and lowering staff turnover.

Why Male Employees Leave and Staff Retention 2014

great{with}talent has collected exit data from 12,837 workers, 5,942 of these are men. The results show why male employees leave in 2014.

It also shows the importance of conducting exit surveys as the results can improve staff retention strategies. This has currently become even more important due to the skills shortage. (Click the image for more.)

Read Why Female Employees Leave and Staff Retention 2014.

Employees Leave

Comparing these results to the overall reasons why employees leave shows significant trends. Like with the entire group, this exit data focuses on voluntary leavers. As the graph shows, this is the vast majority of the sample group.

The results of this staff survey, however, shows a greater amount of voluntary leavers. As a consequence, there’s a higher percentage of ‘unhappy’ leavers.

It’s clear that staff retention and employee engagement strategies need to be tailored. Male employees evidently have specific needs which are not being met.

Why Employees Leave and Staff Retention Ideas

Male employees listed the lack of promotion opportunities (38%) as their top reason for leaving their role. This is a higher concern than the overall average.

Similarly, a significantly higher amount of male employees listed a more competitive salary elsewhere (36%) as their reason for leaving. It’s key to remain as competitive as possible in any industry.

It’s also important to be honest with staff from the outset. By doing this employee engagement is likely to be higher due to realistic expectations.

Again, being unclear as how to progress within the organisation (33%) was raised more as a reason employees leave. It’s clear male employees value career progression over other variables.

Men also listed a lack of relationship between job performance and reward (30%). Alongside, promotion too slow (30%).

This flies in the face of assumptions that employees leave managers not companies. This is particularly evident among male staff.

Yet, managers and leadership are key to cushioning the blow when an employee is passed over for promotion. They can also help staff reach their short-term and long-term goals.

Through mentoring, for example, employees can be aware of the skills and experience they need to progress. This will engage staff, build relationships and create a skilled workforce.

Whilst ‘building skills’ doesn’t necessarily refer to organisations spending valuable resources on training. It can simple mean shadowing, for example.

It can also mean a move laterally, rather than a promotion. The employee also needs to be informed that these extra skills will build their value in the company.

Male employees may value career progression but when promotion isn’t available, they need to be aware that it’s not the only way to move forward.

Communication seems to be the biggest issue with this group. By rewarding them with easy low cost rewards and opportunities, retention of staff can improve.

Exit data such as this is key to finding the specific needs of employees. Meanwhile, assumptions can lead in the wrong direction and waste resources.

Contact great{with}talent and find out more about their LastOpinion exit surveys.

[youtube http://www.youtube.com/watch?v=1UJ1B36TuqA]

(Main image from The Loszach Blog)

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