The real reason your new star hire has left may be different from what you think....

One of the biggest headaches to most business owners is finding the right staff.

As HR experts you'll know that recruitment, onboarding and training costs can easily run into the thousands of dollars.

Yet despite your best efforts sometimes things just don’t work out as planned.

So why do talented employees exit early?

Was it poor recruitment?  Possibly.

Was the employee wrong for the role?  Possibly.

It may not actually be any of those things.

The difference between a new hire staying and performing, or up and leaving in the first 18 months, can come down to how “attached” they are to your organisation.

As a person who helps people find jobs, I am always encouraging my clients to dig deep within themselves to make powerful choices around career paths. So I am deeply passionate about how important it is to find the right fit in terms of jobs and employers.

It’s very damaging to people’s self-esteem as well as their future career choices, if they do not feel trusted and valued by their new employer and leave early.

All too often I see people blame themselves for a new job not working out – when the reality can be quite different.

If you’re an HR, Hiring Manager or Consultant reading this, take a look at this new video about employee attachment from www.shcBOND.com

This is approach will shake up induction and on-boarding.

To take advantage of the free trial they mention in the video click here.

Looking at an employee’s experience this way challenges the process of creating neat and consistent induction programs. It may be confronting to those who consider the employer as dominant to the employee in the relationship.

Managing attachment requires organisations to consider the perceptions of the employee and the bonding process which is underpinned by science and research.

This approach is the domain of progressive and innovative HR functions – but will cause disruption to the traditional approach.

Traditional induction and on-boarding focuses on what employers need, but fails to consider the risk of poor attachment. To have a best practice approach to new talent retention and performance, you need to understand, measure and manage both the employer’s needs and the employee’s needs.

There is a defined period at the beginning of the employee life cycle with your organisation where the employee forms critical perceptions about your organisation. These perceptions are “security”, “trust & value”, “acceptance” and “belonging”.

These perceptions are in the eye of the beholder – your new employee.

Disregard or ignore them at your peril.

 

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