• You will be proactive in addressing problems and can usually reduce employee flight .
• You will not spend a dime ; you will only spend time .
Identifying Flight Risks There are subtle and obvious signs of flight risk , but often we are too busy to notice them or ignore the more obvious signs . Denial can prevent us from exploring those obvious signals of an unhappy employee , as can procrastination .
Time flies and managers often push performance issues to the back burner . Unless the employee ’ s work product or behavior becomes a fire managers need to extinguish , they may fail to act .
Here are some potential flight risk signs :
• Employees with formerly good attitudes suddenly begin to complain .
• Employees who have not ordinarily done so who begin spreading discord among other employees .
• Employees paid below market or less than their peers .
• Employees who experience life changes such as the loss of a life partner , loss of a pet , or a significant health challenge , including depression .
• Employees assigned to a supervisor where there has been an unusual amount of conflict .
• Employees who apply for a different position but do not get the promotion / position .
These are just a few of the signs of impending flight . There are organizations that specialize in building flight risk models , according to the Society for Human Resource Management .
Why Exit Interviews Rarely Work One way to reduce flight risk is through better usage of the exit interview . However , the problem with an exit interview is two-fold .
1 . The horse has already left the barn , to borrow a farm phrase .
2 . Exit interview results rarely get shared outside of human resources ( HR ). This important tool may not reach senior management .
Very often , employees leave their jobs because of their supervisors . If through exit interviews you discover this pattern , the supervisor needs coaching and mentorship , not necessarily the departing employee .
The exit interview can be a strong management tool , but only if used effectively . Do not leave the exit interview sitting in an HR file ; use it to coach and mentor your managers to higher performance .
Handling Employee Exits with Good Grace It ’ s important that you manage an employee ’ s resignation gracefully . While we are often frustrated when good employees resign , they often find the grass isn ’ t as green as they ’ d envisioned once they move employers . Many return to their former employer with a new sense of appreciation for your organization . Only by handling exits with composure and warmth will you keep the door open for a rehire .
Should You Counteroffer After a Resignation ? We know that responding to a counteroffer once your employee submits his or her resignation rarely works long term . In one recent Cornell study outlined in Fast Company , employees who accept a counteroffer usually leave anyway within six-to-24 months .
In most cases , it ’ s best to work with and support the employees you currently have rather than trying to find replacements . The stay interview , and taking appropriate action based on exit interviews , can help you develop and maintain your workforce . •
Nancy Germond , MA , ARM , AIC , ITP , SPHR , SHRM-SCP , is Executive Director , Risk Management & Education , for Big ‘ I ’ National . With more than three decades of insurance experience , she shares unique insights and abilities as an insurance marketing specialist , trainer , and consultant . She is a second-generation insurance professional and an accomplished risk & claims manager . Nancy is also the author of Workers ’ Comp in Two Hours : The Business Owners ’ Guide to an Exceptional Work Comp Program .
18 KANSAS INSURANCE AGENT & BROKER