Employee retention is one key factor to the sustained growth of an organization. Associates who are with an organization for longer than five years have developed a solid knowledge of the organization’s culture, expectations, needs and strengths that enable them to provide exceptional performance. In a 2016 report by the Bureau of Labor Statistics, we learn that the average employee tenure with a company has fallen to 4.2 years. Another report from the Society for Human Resource Management (SHRM) indicates that the rate of employee turnover averages 19% across various industries. This report also informs us that it takes an average of 42 days to replace an employee that departed. Considering the cost of replacing a loss associate, estimated at 150% of their annual compensation, avoiding employee departure is a beneficial investment. Nextaff has a program called, X-Factor, to improve employee retention by perfecting the hiring process.
The reasons why employees leave an organization are well known:
- Manager/subordinate relationship doesn’t function well.
- Uncomfortable with coworkers or company direction.
- Disconnects between what the employee does with how their work is valued in the organization.
- Career advancement in pay, position or skill set.
Each of the reasons listed above are issues related to an employee who doesn’t believe they fit into the culture of the organization. This does not mean that the culture is toxic or the employee is not capable. It does mean that they are in the wrong position to be successful and to make that organization successful. These two activities go hand in hand and when they are united, great organizations have great employees and great employees make great organizations.
The recruiting process is the best place to address this cultural fit by hiring quality talent. Traditionally, the hiring process began with a request for information (an ad in the paper or on a job board) that solicited resumes of individuals who were looking for new employment. Once the resumes were received, someone went through them looking for specific titles, skills, experience and education. If someone met the checklist, they were in and if someone didn’t they were out.
After this, interviews took place to see how much people knew. Often, these interviews were unstructured with different interviewers, questions, cultural environments, and locations. Candidates who are not evaluated to the same standards may be denied the opportunity to compete on a level field and more critically, the interviewers won’t be able to compare them adequately.
The more scientific method of recruiting, selecting and acquiring talent that has been developed by Nextaff, improves upon this activity by creating structured interviewing processes that are consistent, repeatable, and include the dynamic of a candidate’s fit for not just a position but the overall organization. Experience is necessary. Skill is imperative. Fit makes the difference in strong hiring decisions that reduce turnover and lead to productive teams. Nextaff uses multiple methods of online activity including social media to reach the 80% of potential employees who are not available through job boards.
As society has used the scientific method to improve technology, we can use it to improve our hiring practices to hire quality talent for the right role in the right organization, reduce turnover and improve work performance. Download our free whitepaper on Perfecting the Perfect Hire.
