When a manager finds that someone is leaving, they naturally focus on that individual — assessing the business impact, reallocating their workload, deciding whether they should leave immediately, whether to replace them, or try to get them to stay.
But what about the repercussions that a resignation may have on others? Staff departures are often not isolated events. One loss can easily precipitate others. This is particularly true in the current recessionary environment, where staff have had little alternative but to remain in their jobs.
A return to growth and more job choices will be a catalyst for disaffected staff to leave. Where one finds opportunity elsewhere, others may look to follow. The banks have been aware of this for some time and are already re-engaged in their war for talent.
But while the financial services sector may have more high profile team departures, it is far from alone. The media is littered with stories of team resignations and defections across industries — and at least some of those departures are going to affect sales, service and could even impact business continuity.
It’s be difficult to stem the flow of staff in a co-ordinated defection to a competitor, but you can still try to understand and assess the risk that collective turnover presents. One recent study by Jean M Bartunek et al identifies some of the key warning signs of when you might be in danger of losing your team.
First, identify if individual dissatisfaction may not be isolated. Changes in pay policy, relationships with line managers, and the under-used of skills or a lack of development opportunities can all fuel wider grumblings. It is critical to assess whether a problem identified or raised by one employee is an individual or a group one.
Managers can often fail to see that a staff problem relates to others — and may not appreciate that certain teams or groups of staff can be highly socially cohesive, particularly with work-related problems. People talk — and often more than leaders and managers realise.
The Bartunek study highlights the most high-risk groups as those tight-knit teams which see themselves as different or superior to other staff, perhaps those with specialist skills, higher qualifications, or those who are big revenue generators.
In this scenario, failing to deal with one person’s worries may lead to widespread disaffection and potential departures.
So what should managers focus on?
- Staff who raise a problem that may affect others — managers should try to understand the underlying reason for complaints so that they can assess whether it is more widespread among staff.
- The same issue arising by more than one member of your team. It’s likely to be a collective problem affecting others.
- Highly cohesive teams or groups that regard themselves as different or more valuable — these are your high-risk category and often need greater care and attention.
- Resolutions. Where possible, resolve collective issues and send out a positive message to the wider team — this can act as a powerful motivator for others.
- Risks. Understand whether a decision made will solve a collective problem. If not, assess the risk of prompting departures. Evaluate possible outcomes — you may need a damage-limitation strategy.
(pic: wrestlingentropy cc2.0)
