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Survey sites: If your company has been severely impacted by the Great Resignation, it may be an indication that the management team is out of touch with what employees truly care about and why they signed up to join the business in the first place.

Leaders who are willing to do an honest assessment of how they interact with their own direct reports and support their short- and long-term growth at the organization from within will be sure to turn the tide and get to the root cause of why some of their best employees are leaving.

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Below, 11 Forbes Human Resources Council members discuss exactly what leaders should consider when evaluating their rising employee turnover rates.

1. Employee Surveys And Exit Interviews

Leaders should look at two key data sets: your most recent employee engagement survey results and exit interviews. Then, identify one to two pieces of positive feedback and two to three critical themes that show up in both data sets. Critical themes should be leadership’s core focus areas, as these are the experiences and frustrations that are pushing people away. Positive themes are what you can highlight as what’s going well, so ensure you reinforce them. – Tina Enagbare, Peer Health Exchange

2. Internal Growth Opportunities

A leading indicator of turnover is career progression and the perceived lack of career growth. Organizations need to understand their talent and the skills they have. Then, encourage cross-pollination, upskilling and reskilling. Talent hoarding is a thing of the past and the barriers to exit are nonexistent in today’s talent market, so transparent and open internal mobility experiences are a must-have. – Jonathan Reyes, Reejig Corp


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3. Underutilized Talent And Skill Sets

Focus less on credentials and more on the potential of overlooked talent. It could be that their current role was not a good match for the worker’s skill set. This may leave them feeling underutilized and unchallenged. As companies look to retain talent, an equitable process that puts people at the center of the business strategy will be crucial to erasing bias that is inadvertently perpetuated by traditional hiring approaches. – Adam Wray, AstrumU

4. Management-Employee Relationships

Look at the level of engagement between the managers of those leaving and their employees. Many employees just want to feel seen, heard and supported. But many managers are too caught up in quantitative or tangible deliverables when the ROI is intrinsic at times and occurs over time. This impacts and drives culture. – Joyce Jelks, Wieden + Kennedy

5. Business Communication Style

To minimize employee turnover, it’s imperative for leaders to look at their communication style to ensure they are proactive, not reactive, in creating environments of open communication. If employees believe there aren’t opportunities to conduct two-way conversations, they will begin to feel unfulfilled and search for opportunities with companies they believe will value their opinions and perspectives. – Camille Fetter, Talentfoot Executive Search

6. Qualitative And Quantitative Data

You need to look qualitatively, survey or AI-based, and quantitatively, external, into what else is going on in the industry or profession outside of your workplace, econometrics and more to get to the root cause. Then, do a cost-benefit analysis on what it would take to mediate the situation and if the ROI is there to support it. The data is easy and the models to do the “what-if” analysis are straightforward. – Russell Klosk, Accenture

7. Isolated And Widespread Employee Pain Points

Investigate each employee’s reason for exiting. Find out why employees have been leaving and if this is isolated to a specific unit, manager, area or more. If it’s a widespread matter throughout the company, work to identify the best course of action to remedy the reasons for turnover. For example, if it’s pay, work with the budgeting and compensation team to develop a plan to not only increase pay now but also imbed better increases in the future budget plan. – Evelyn Reed, Jacent Strategic Merchandising

8. Leadership Behavior Patterns

Leaders should look in the mirror. Managers are the No. 1 reason why people leave companies and it is a hard truth that must be faced in every organization. Whether the feedback is from surveys, the rumor mill, sites that provide company reviews or a combination, leaders must internalize what they are hearing and address any of their own behaviors that are leading to team member departure. – Megan Leasher, Talent Plus

9. Current Benefits

Stress and burnout, as well as salary, are common reasons for turnover. If this is an area of concern, consider offering mental health benefits for your staff members. Flexibility is a top desire, so determine how you’re enabling folks to strike a healthier work-life balance. As for pay, when did you last conduct a compensation study? You may be lagging in the market, which is leading staff to look for greener pastures. – Lisa Shuster, iHire

10. Individual Department Retention

The natural tendency is to scrutinize exit interviews. While that action is important, it may not be sufficient. Look at your leaders closely. Learn where the highest retention areas exist across the company. Compare the managers where retention is highest to the managers where turnover is high. Do you see a pattern? If you don’t, look harder; you may be surprised by what you find! – Bala Sathyanarayanan, Greif Inc

11. Stay Interview Outcomes

You need to understand the reasons why your employees are leaving and see if there are any trends. Stay interviews can help you learn what your employee motivators are, what they value and whether any improvements can be made. – Kim Pope, WilsonHCG

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