“This is another area where regular 1-1s are particularly useful,” Loomin added.

On the other hand, employees must have enough work and understand their contribution to the make-up of the organisation’s overall mission, vision and success. Without doing so, staff are more likely to search for another role that offers a better work-life balance. It may seem obvious, but managers must monitor the workload of all employees and find ways to protect them from burnout and stress caused by unavoidable workloads. However, factories running shifts and operating lines up to 24 hours a day may find this practice limiting for their businesses and could affect production. Loomin suggested setting core hours in which an employee must be present but allowing them to choose when to start and finish. Implementing flexible working options where employees can be more autonomous and set their own schedules offers a healthier work-life balance without it, employees may turn to a different company that does provide this benefit. This enhances communication between yourself and the employee and allows them to have clear structure before you trust them with the task. “Therefore, ensure that before the task is given to a team member, you have made clear your thoughts and goals on the task at hand. “ Managing expectations instead of tasks is essential to zone out of the micromanagement phase and offer more freedom to employees. “Seeing your employees complete these tasks will help you to see their skills first-hand and allow for timely feedback,” Loopin added. While it can be daunting to let go of projects, Loopin advised to delegate to your team members and allow employees to feel valued, trusted and therefore, confident to complete the task. It can also lead to burnout, both hindering productivity and incentivising staff to look elsewhere for employment that offers a more supportive approach to management. You should ask questions to discover more about their goals and ambitions, as well as any concerns or pain points.” Īs well as limiting creativity, micromanaging employees can imply that you don’t trust employees to make the right decisions on their own. “Instead, the employee needs to take centre stage. “As an employer, the purpose is not to provide top-down performance feedback, assess the company’s performance, or evaluate the status of certain projects,” Loopin explained. Regular 1-1s offer the opportunity to provide feedback, as it gives employees the chance to address any areas they are particularly struggling in. Providing relevant training courses for staff would allow them to educate themselves and stay up to date with the sector, providing being an opportunity for growth.įollowing on from the above, providing employees with regular feedback is a sure-fire way to drive retention and show recognition of their hard work. Simple fixes include offering promotions for existing employees rather than hiring externally and communicating with staff to ensure they have clarity on how they need to perform in order for this to be possible – an example being a checklist of targets over a realistic time frame. The group identified six of the major factors in the workplace that could lead to staff turnover, all of which contribute to ‘huge employee turnover costs’.īusinesses that don’t provide opportunities for employees to progress can cause them to feel stuck in their roles and promote feelings that their hard work and commitment isn’t recognised. Emulsifiers, stabilisers, hydrocolloids.Chocolate and confectionery ingredients.

Carbohydrates and fibres (sugar, starches).

Cause of employee turnover