Derek Sankey, For The Calgary Herald
It's not the bad boss, inadequate salary or lack of recognition, but limited opportunity for advancement that's the top reason people leave their jobs, according to a recent survey by staffing firm Robert Half International.
"Even in these market conditions . . . people need to see a path toward advancing their careers," says Greg Pocherewny, vice-president of permanent placement services in Alberta for RHI.
Thirty-three per cent of executives surveyed said good employees are most likely to quit their jobs because the next rung , on the career ladder appears out of reach. Another 31 per cent cited unhappiness with management, followed by lack of recognition at 17 per cent.
- A ladder is a vertical or inclined set of rungs or steps.
Inadequate salary was ranked much lower at only eight per cent, followed by being bored with their jobs (five per cent).
- Salary : % 8
- Bored with job: % 5
While economic uncertainty has seen layoffs recently, Alberta's unemployment rate remains tight at 4.1 per cent and retention could become an even more important issue in this environment, says Pocherewny.
- Alberta’s unemployment rate: % 4.1
- Layoff is the temporary suspension or permanent termination of employment of an employee or (more commonly) a group of employees for business reasons, such as the decision that certain positions are no longer necessary or a business slow-down or interruption in work.
"If employers want to succeed in challenging times, they must be sure that they are fielding their best players and strongest teams," he says.
- Fielding: Working, operating, or active in the field: field representatives of a firm.
It becomes a competitive advantage to focus on retaining your top performers -- the ones Pocherewny says will ensure companies come out on the other side of the recession in the best possible market position.
"Keeping your top performers is critical in any kind of job market," says Pocherewny. "I think it's even more important that your best employees see those opportunities or you may end up losing them."
Some red flags that your valued employees might be thinking about jumping ship include extended lunch breaks --employees could be on job interviews--and a reduction in productivity from employees who normally exceed average output or performance.
He suggests having a conversation immediately when a manager suspects top employees are shopping themselves around to address the root cause, whether it's lack of advancement opportunities or other reasons.
If an employee starts wearing more professional attire --a worker in a casual office environment begins wearing high-end, tailored suits--he or she might just be going out for a job interview at lunch or after work.
Another sign employees might be looking to leave include a noticeable change in attitude, reflecting a with-drawn or indifferent demean-our compared to their normal enthusiastic approach.
Increased errors could be another red flag. Unmotivated employees who are usually precise but start missing deadlinescould signalan impending departure.
Part of the reason top performers tend to value opportunity for advancement perhaps more than others is because of their very nature, says RHI's branch manager in Toronto, Michael Gooley.
"If ambitious employees don't foresee growth potential, their companies risk losing them," says Gooley, adding there are ways other than rapid promotions to provide incentives to good workers.
"If the current business environment is hindering the ability to offer a promotion, managers may consider rewarding high-potential employees with professional development opportunities and projects to help expand their skill sets," says Gooley.