…When times are tough, companies typically encourage leaders and managers to focus on short-term financial performance at the expense of everything else. In the process, people issues often get pushed to the back burner.
To help avoid this problem, companies must make a deliberate effort to hold leaders and managers responsible for retention – and support them with the right tools and training.
One of the main reasons talented people leave an organization is because they don’t like or don’t trust their immediate bosses. Tying managers’ performance and compensation to retention gives them a tangible incentive to keep their people both happy and productive.
Deloitte started off an interesting debate on how to handle voluntary turnover and “anticipated turnover when the economy picks up again”. Should anything be done to address this issue during a recession, or is it better to wait until it becomes a problem? And who’s to be held accountable for it?
Read the full article at Deloittes page here.
At Yellow Umbrella we agree that line managers have to be aware of their responsibility and the impact of their behavior on their staff, however our emphasis lies on giving them extra support and coaching during a tough economy rather than extra pressure and accountability.
What is your opinion?
Filed under: Articles on Recognition in the workplace Tagged: | people management, Recognition, Staff turnover
