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The right people, the right
equipment, the right choice.
One call does it all.
1. Pay attention to exit interviews
When people leave an organization,
it’s critical to find out why. According
to the 2018 Retention Report from the
Work Institute, the top three reasons
employees leave are:
1. Career development – No
opportunity to grow in a preferred
job and career
2. Work-life balance – Better work-life
balance, which includes
more favourable schedules,
shorter commute times and
3. Manager behaviour –
Unprofessional or unsupportive
managers. Exit interviews can
be a useful tool in identifying
the reasons why employees
are leaving, provided they ask
the right questions.
“The goal of the exit interview should
be to find out what the company did
well or where they fell short on com-munication
or meeting expectations,”
said Levin. While exit interviews can be
a useful tool, it’s about more than just
collecting data. Companies need to ana-lyze
and share the information and then
follow up with action.
Levin cautions that exiting
employees might not be comfortable
“If you haven’t already developed
a culture of trust, when an employee
leaves, they are not all of sudden going
to divulge everything to you,” she said.
2. Examine your mission,
values and vision
“Problems such as high attrition, low
trust, low morale and low engage-ment
are all a result of a compromised
culture,” said Levin. Companies that
start to deviate from their mission,
vision and values struggle. She recom-mends
that businesses re-engineer their
hiring processes to ensure that new
hires have the technical competence
and are culturally aligned with the com-pany’s
core values before they begin.
“Interviewing is the key piece to
ensure that you have strong retention
of great people,” said Levin.
PCL Construction – which was ranked
#98 on FORTUNE magazine’s Best
Places to Work and #7 on Engineering
News-Record’s Top 400 list of general
contractors – uses behavioural aptitude
tests such as the Predictive Index to
help gain a clear understanding of the
motivating needs and behaviours of
potential team members.
And if you feel that workers
today don’t have the
same loyalty to employers
that previous generations
did, you are correct.