Spend time recruiting the right people. Then spend just as much time making sure you keep them.
When an employee leaves Beryl Health–voluntarily or involuntarily–I generally believe it’s the right thing for both parties.
But when we recently lost one of our top project managers–a stand-out employee, and someone I thought would stay much longer–it got me thinking about what we could have been doing better to keep him. Where did we go wrong? How could we have been more prepared? Here are the five biggest lessons I learned this time:
Read the warning signs.
Most of the time, leaders are aware that an employee has something else in the works. A staffer might express feelings of unrest by asking for more responsibility or training. She might start to disengage, or exhibit a different work behavior. Pay attention, and take these early warning signs seriously.