| People leave their employment for a number of | | | | not unreasonably expect to work only the hours that |
| different reasons and it cannot always be prevented, | | | | they are contracted to. |
| but if high staff turn-over is due to unhappy | | | | Being Under-valued. |
| employees jumping ship, then it is perhaps worth | | | | Value your workforce not just with good wages and |
| considering what can be done to change the situation. | | | | reasonable working hours, but also with trust; |
| A successful business knows how to keep its best | | | | micro-managing staff will cause them to feel |
| staff on board long term. Contented, motivated | | | | uncomfortable and is certain to produce far from |
| workers are productive workers and they tend not | | | | their best work. Showing your employees just how |
| to leave on mass from a work place in which they | | | | important they are to the success of the venture is |
| are happy, so when a mass exodus of your | | | | more likely to ensure that they commit to your |
| workforce does occur, it is a sure sign that you are | | | | business and stick around, as well as going that extra |
| doing something wrong. | | | | bit further to produce results. |
| The reasons unhappy employees usually give for | | | | Going Nowhere. |
| leaving tend to boil down to too much of the bad | | | | Dead-end jobs often produce dead-end employees, |
| stuff and/or not enough of the good stuff: | | | | or good ones that seek to move on to greener |
| Being Underpaid. | | | | pastures as quickly as possible. Always promote from |
| Keep salaries competitive; if someone else will pay | | | | within as it encourages employees to see a future |
| one of your valuable employees more to work for | | | | with your company; if they feel that they are likely |
| them, what incentive for loyalty does that employee | | | | to advance within your firm, it also makes them |
| have? Pay fairly and if you do value an employee | | | | strive for better results in order to be noticed. |
| reflect this in their salary. Also, keep wages | | | | Job Insecurity. |
| confidential, not all staff are worth the same and | | | | Particularly in today's worrying economic climate job |
| allowing them to know this will create a very | | | | security is a pretty big issue with most people; of |
| discontented workforce. | | | | course it is impossible to offer complete job security |
| Being Over-worked. | | | | to anyone, but reassuring your staff that they are a |
| Respecting that employees have lives outside of the | | | | priority and keeping them in the loop as much as |
| work place will go a long way to keeping them | | | | possible helps people to feel that their jobs are as |
| happy; paid holiday time, compassionate leave and | | | | secure as they can be. |
| sick days should of course be standard, but | | | | Keeping staff happy and motivated is simply about |
| remember also that enforced overtime or expecting | | | | treating employees as you'd want to be treated |
| weekend or bank holiday working will cause staff to | | | | yourself in their place and keeping them contented is |
| feel put-upon pretty quickly; you cannot compel | | | | the best way to keep them on board for a stable |
| employees to become invested in the business, this | | | | work environment. |
| has to come naturally if at all. Most employees will | | | | |