Team Building Tips

To understand this issue one can employ standard problem-solving tools. The first requirement is to analyze the problem. Can you categorize the resignations by department, by manager, by age, by race, by gender, by shift? These categories may drive your cause and effect analysis. A Pareto chart is effective in identifying frequency by category. I believe exit interviews are effective but one must be aware of bias and intention to harm. Problem solving this type of issue will not be easy or quick. In Lean training, they teach the use of “5 Whys” to arrive at the root cause of a problem.

Hi, Good afternoon everybody

in my opinion you have to adopt some strategy like Identification of route causes by Fish Bone method or any convinient methods & probable solutions to be listed & alternates if any may be selected & one of the best solution to be implemented to control the resignations.

Yours well wisher.

Before any effective answer can be given or any solution crafted you need to have accurate information.

Just remember that a critical function of management is decision making and the foundation of good decisions is sufficient, relevant and accurate, information.

Questions to answer if the problem arises
1. Is this a new problem or an ongoing problem? If it's a new problem the 1st question is "What has changed?"
2. What category of employee? Is there a specific sector of employees involved or are the resignations across the range? Here you should identify:-
> Any particular skills set? i.e. IT or engineers etc.
> Length of service?
> Age group?
> Gender?
> Any Cultural and or Ethnic similarities?
3. What are the reasons, if any, given for resignation? Are there similarities?
4. Are they resigning with or without notice?
5. Are the resignations amiable or acrimonious?
6. What is the nature of the business?
7. What is the state of the business? – Size – Reputation – Stability -
8. What are the economic conditions of the business/industry?
9. Has any new "opposition company" opened?
10. What has changed? – new management – new work conditions?
11. Recruiting policy. – Applicant pool – nature of advert – are you attracting the right sort of applicant?
12. Selection criteria – Are they relevant to the job – Are interviewers skilled – Are you selecting the right people?
13. Induction policy – What is done to ensure that the employee "fits in"?
14. Performance management, assessment and review. How do you make sure that the employee continues to "fit in"?

Some of this information will be statistical and easy to access from records (I presume that you do keep records) the rest of the information can only be obtained from the affected employees, the one resigning and his/her colleagues.

Hold 360% exit interviews. If possible, talk to the employee leaving as well as the employees who interacted with this employee. It might be a good idea to get an unbiased 3rd party interviewer.

A critical management task is "Awareness" Pay attention to what is going on around you. Listen to and pay attention to the "Corridor buzz". Observe peoples attitudes towards their work, their enthusiasm and willingness to participate in non work related activities.

To minimise the risk of resignations and the risk to the business caused by resignations take the following steps.

1. State of the company interviews with staff – keep all employees informed about company matters (obviously some information is privileged) but share what you can. Better they hear it from you that from outside sources.

2. Succession planning – skills audit – cross training.
Regular reviews of all employees and positions are essential to company health.
Questions that must be answered are:
> If this employee left, how would that affect our ability to fulfil the function of the company?
> What are the skills that this employee has that enables them to do their work?
> How easy would it be to replace the skills that this employee has?
> Who else in the organisation can do this job?
> Who else in the organisation can we train to do this job?
> Have we documented the work process so that we can train someone else?

3. Awareness – The best time to solve a problem is before it happens so check:-
> Productivity stats – How is the business performing? What is the cost of production? Are there any changes?
> Attendance records – Are there any noticeable changes in attendance?
> Absenteeism records including sick leave. A sure sign of a sick business is an increase in sick leave.
> Grievance records. Is there an increase in the number of dissatisfied employees?

Just realise that you cannot prevent resignations but you can minimise the risk of acrimonious resignations.

Before a comprehensive answer can be given a lot more information regarding the problem is necessary but I believe that the above should provide a solid framework to identify the source of the problem and to craft and implement solutions.

If you would like to discuss this further please contact me via eMail.

Regards
Johan Campbell
The Corporate Healer
Life and Business Coach This e-mail address is being protected from spam bots, you need JavaScript enabled to view it -- http://www.motivate.co.za

How to prevent resignation of employees.
- Soft talks or personal talks.
- Try to know the actual reason for the resignation and trying to resolve the issue.
- at times,lack of complete knowledge of the company policies can also b the reason for saperation, so, by making the employee understand the same would really help the avoid attrition..

Kudos..
Manpreet.

To develop any strategy for dealing with employee issues, you need to gain a clear understanding of why they are behaving the way they are. The Three Laws of Perfomance (Zaffron and Logan) (ISBN: 978-0-470-19559-8) book will provide you with a good framework for working out the problem and how to deal with it.

First I'm sorry for being late with this reply as I have so many emails to answer but for sure I din't forget yours.

First thing, you have to trace the reasons of the resignation. After you gathered informations, you have to formulate your actions. Planning sessions that will augment a good morale level of the staff would give a big contribution for them to be positively motivated with their daily dealings within their working ecosystem. Within the sharing of concerns within the staff, you have to make sure that they would feel your full sympathy to what they are referring or seeking. You have to give them your assurance that you are at their side and willing to support them but in affirmative manner.

Sharing the employees with the current status of the company would encourage them to be with the vision and mission of the company by heart...

Hope this would help..

In additional to setting expectations upon hiring and following up with training and timely evaluations, it is also important to have casual one on one open ended conversations with each employee to measure their engagement with the company, their working envirionment, their manager and coworkers.

Ask what they like most about their job and why they think that works well. You also want to know what they would change if they had the opportunity. You might be surprised at some of the responses but remember, it is about what is important to them. Be honest with your feedback, work on what is within your control and explain the "why" behind policies or situations that cannot be changed.

Having these "talks" every 2 or 3 months is great and gives you an opportunity to be proactive in retaining your employees.

Good Luck!

If employees' resignation became a issue for a comapany, I would suggest to take following steps to review:
1. conduct exit interview w/ resignation employees to understand what real reasons for them to resign(salary, career, bad working evironment...);
2. do mini survey to understand external labor market situation(unemployment rate in local market, any new business establish....)
3. analysis both internal/external data/information to find out the most possible reason and work out the countermeasure for mgt review.
4. Implement the actions to review if any improvement periodically.

Most of the responses focused only on measures to be taken after an employee has resigned. They are of practical value. Could we add another dimension to this issue? How about taking some measures in advance to minimize the risk of resigning even before selecting/recruiting an employee? A few examples in this area are : > Not to hire an over-qualified candidate for the vacant post (can prevent job dissatisfaction) > To maintain an ideal balance between male & female employees (can prevent workload chaos when many female employees need to proceed on maternity leave) > Good to have for an organisation wisdom of the experienced and the zest of inexperienced employees (imbalance can lead to friction & resignations) > To resist the temptation of exploiting a candidate's urgent need of income generation by offering pay less than the responsibility of the post advertised > To verify if the candidate is a habitual job hopper without any career goals even if s/he is impressive. By brain-storming we can jot down more such preventive measures. = Gurudatt

Employees resigning from organisations is an eternal problem.
However there are ways in which one could try to prevent this from happening.
People resign for various reasons:
1) Monotonous work
2) Career aspirations (better work, new role, better salary, location etc)
3) Bad manager(this is a dangerous one)
4) No appreciation for work done (this is observed at entry level resources typically 1-3 years work experience, the 4th layer of Maslow's hierarchy)
5) Team issues

While point 2 is pretty much not in the manager's control. The others can be tackled easily

Some of the ways one could handle them are:
- Engaging resources, making them feel they are taking part in driving towards the bigger goal
- Giving them a better understanding of their role and responsibilities
- Catch them doing something right (this is a whole new topic for discussion)
- Regular One on one meetings to understand and predict/prevent the big storm

Most organisations do take exit interviews seriously. Taking detailed feedback from the people leaving will give pointers to what's leading them to resign.

The best way I have found to keep employees is to get them to enjoy thier jobs. Make them fun and get them to buy into what they do. Let them be accountable, let them help choose how to do things. Let them be a big part of the team and show them appreciation for a job well done. Do things for your staff and show them you appreciate what they do. Work with them, talk to them, you will still have some turnover but you will retain the best when they like to come to work.

Hi,
You are right ,if any employ resigns from any company then it's not only his/her loss but company also faces loss because recruitng any new employ and give training to them is not a easy job,it takes time also and new member may or may not work that effectively as old members do with there experience,
If there are many members resigning together or after a short interval then it means there is a problem from management side.
This condition can be prevented by talking to some of the members of your office who are resigning like what are there expectations? and if they had any problem from management side...ask some this types of questions so that you can prevent further loss..

Regards,
Nelson

Time Management Training

Good working environment and employee empowerment are good ways to keep more employees than not. But, at the end of the day, there is only one sure-fire way to keep the employee from leaving - you have to compensate them at market value. If you can't afford that, then you are going to lose employees - it's that simple.

some turnover is good turnover it keeps the talent pool healthy. Although it is also good to work with a fully engaged team. Team Building is one way you can make this happen have them fell part of something.

Cheers
Ben


Melbourne Team Building Activities http://www.bechallenged.com.au/ from Team building experts http://www.bechallenged.com.au/