Why Managerial and Professional Employees Leave 2014

Managerial and Professional

This new research about why employees leave can inform staff retention strategies for managerial and professional employees. Find out the staff motivation behind voluntary leavers in 2014.

Why Managerial and Professional Employees Leave 2014

great{with}talent has collected exit data from 12,837 workers, 4,169 of these are managerial and professional employees. The results show why staff leave in 2014.

It also shows the importance of conducting exit surveys as the results can improve employee retention strategies. (Click the below image for more.)

Read: Onboarding Best Practices for Managerial and Professional Employee Engagement 2014.

Managerial and Professional

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 significantly higher number of involuntary leavers. There’s also a much higher percentage of ‘unhappy’ leavers.

It’s clear that staff retention and employee engagement strategies need to be tailored for managerial and professional employees. This group evidently have specific needs that are not being met.

Read: The Importance of Exit Interviews for Employees.

Employee Retention Strategies

Managerial and professional employees listed a lack of promotion opportunities (38%) as their top reason for leaving the role. This is higher than the average (36%).

Likewise, being unclear as to how to progress within the organisation (34%) came in second with a significantly higher percentage (31%). These are areas of concern.

During recruitment it’s important to be honest with employees about the role, organisation and opportunities available. This allows employees to have realistic expectations which will increase staff retention in the long run.

Then from the onboarding process it’s a good idea to set up coaching and mentoring. Employees will learn how to work towards their own goals and be self-motivated. This also avoids disappointment in the future.

These employee retention strategies can also be implemented with current employees. Whilst lateral moves within the organisation can be used as another way to build skills.

This allows staff the possibility of moving to an area with more promotion opportunities. It can also make them more indispensable to the organisation and should be pitched as such.

Read: Staff Satisfaction Surveys and Chesterton Global.

A lack of relationship between job performance and reward (32%) was highlighted as a slightly higher concern (31%). There are lots of low cost recognitions to tackle this problem.

By making an employee a mentor, for example, organisations can show trust and offer them a new challenge. Additionally, saying ‘thank you’ goes a long way.

Meanwhile, a more competitive salary elsewhere (31%) has decreased in importance from 33%. This shows that managerial and professional employees have an eye for the future.

It is still in their top five concerns, however, so it remains crucial to offer competitive pay. Plus, improving other variables can decrease the focus on this employee turnover driver.

Unlike the overall group, a more senior position available elsewhere (30%) was a top five reason why employees leave. Again, this is linked to offering opportunities for progression.

If a staff member is passed over for promotion it’s key to inform them that they are valued. It also helps to then offer other development whether it’s shadowing or more responsibilities.

The differences between managerial and professional employees and leavers as a whole shows the importance of exit surveys. They can easily and cheaply improve staff engagement and employee retention strategies in 2014.

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

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

(Main image from Outcomes)

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