This is a situation too common today. Managers often ask themselves why people decide to leave a job, and because even though their candidates have gone through such a thorough selection process, they do not last long in their company.
Several aspects must be considered to be certain of exactly what happens in your company. However, in 90% of cases, the answer is in the organisation. It seems unlikely, but sometimes a good collaborator decides to leave the job because there is too much confusion.
When a person is new to their position, everything is new to them: the company, the partners, the goals, the environment, their bosses, the policies, rules to follow, etc. If the company does not invest enough resources for that person to be established quickly and effectively in his/her position, then situations could be created that impel that person to make the decision to leave.
There are companies that have so little organization that when the new candidate comes to work they do not even know which job is going to be doing. We have heard stories of candidates, that were kept reading anything for 2 weeks, because there was no work for them yet. Or the manager was so busy, there was no time to train him/her. It has even happened that the person who was going to train the new candidate left the company and there was no one to train him/her.
On many occasions, workers enter companies and do not know who they should report to, how the lines of command are established, what their product is. In very extreme cases, we have heard of people who did not even had a place to work; there was no desk or computer to sit on. All this is summarised in that when a person changes jobs, and this in itself implies a change, and if there is a high level of confusion in the company, and this individual does not have an "impulsive" personality that allows him to adapt quickly to the changes, he/she could choose to find another place where things are less "chaotic".
An adequate way to retain staff is to reduce the confusion caused by that person's entry into a new position. You really have to take the time to introduce the person in the company, present it with the people who work there, and the different departments, and thus allow the new staff to leave the nonexistence in which he/she is. The person should know the products and / or services that the company sells, and not as it happened to a dear manager friend: he learned that a person who had been working in his company for 20 years, did not know what they sell! however, it is a reflection that there was no adequate induction.
Good management to get the person to produce quickly is to give him/her a full induction about the company. What we do, how we do it, who we are, the history of the company, organisational chart, lines of command, vision, mission, statistics, procedures, and many other things that must already be organized. If the company does not have all these things in place, it is an issue that should be addressed as soon as possible, because that not only depends on people staying, but also the success and survival of any organisation.
Each new collaborator should be very clear about what place he/she occupies in the organisation chart, what "products" or results he/she must achieve in his/her job, and the best thing would be to have a manual about the job that the person can study, and with which he/she can learn to do his/her job, even when there is nobody who trains him/her. An important recommendation is for the person to introduce themselves to everybody, and ask what is needed from him/her. This can give him/her more clarity about the objectives of other departments and what is specifically required from his/her job.
Making themselves known is not limited only to the department where they are going to work, but the ideal is that the person knows as many people as possible in the company. Many times, the product of one department depends on another, and that is why it is so important to relate to all people and know how their performance affects the rest.
Something very important is that the person knows clearly what is expected of him/her in their job. What are the results they need to obtain, what you intend to achieve by hiring them. Obviously to communicate this we must know in advance and that is why it is essential to answer these questions before hiring someone.
Recruitment is an activity that requires a lot of time and effort, including resources, so if we make relatively small the confusion the person experiences when entering the company, we have a greater probability that the person stays and is very productive in a short time.
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