It is common for people to mention various reasons for quitting their jobs. Expectations that are just not attainable. Overwhelming amount of work. Inability to change course. Pay that isn't fair. However, the absence of a manager who made an effort to maintain employees is likely to be the most significant contributor to high employee turnover.

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Exiting workers feel that their boss or organization might have done more to keep them from leaving. In contrast, just around a third of former workers stated they had a dialogue with their management before quitting.

In all honesty, it's not possible to save every employee. According to Woods Kovalova Group's workplace assessment, there is still much room for improvement regarding employee turnover. It all starts with the boss.

Exiting workers feel that their boss or organization might have done more to keep them in their position.

The following are five methods used by great managers to keep their people happy and productive:

1. Well-connected managers can detect a departure long before it occurs.

Teams and managers are often taken by surprise when an employee leaves. However, Woods Kovalova Group's assessments have shown that the choice was often a long time in the making.

Forty-three percent of former employees say they discussed their plans to quit with a coworker. And 36% had been looking for new employment for a month or longer before leaving their previous position.

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There was an opportunity for a manager to make a difference for some employees. However, of those leaving the company, more than half claim their boss or any other leader did not speak to them about work satisfaction or the company's future in the three months before leaving.

Many employees do not receive any feedback from their supervisors daily. However, it is estimated that almost half of all employees receive feedback from their management annually.

That said, maybe the most significant improvement that managers can make is to increase the frequency of meetings with their team members Managers will be able to discover issues, obstacles, and symptoms of disengagement much before the employee's final day, thanks to this.

An empathic manager takes the time to hear about difficulties, solicit feedback from their staff members, and then works with them to establish priorities.

Many managers feel powerless when confronted with the difficulties faced by their employees.

2. It's possible that simply listening doesn't feel like it's doing anything.

Employees are 62% less likely to become burned out when their manager is constantly eager to listen to their work-related difficulties. To put it another way, employee retention depends on listening well. In addition, it fosters a sense of belonging among workers.

Managers can help their staff sort and arrange their workload, although they may not always have the ability to do so. A lack of communication can lead employees to worry about irrelevant things. It's possible that they'll feel overwhelmed by the sheer volume of work that has to be done.

An employee's attitude can be changed with just a few words of explanation or by showing them where to begin "I'm here for you. The stakes are high, and we're all in this together." That can make all the difference. 

As a result, empowered managers can discover creative solutions, tailor their work environments, and advocate for their staff members.

Managers have a unique opportunity to alleviate employee worries when given the independence and ability to make decisions.

3. Managers who get along well with their workers are more likely to develop creative solutions to their workers' problems.

It is possible to have a poor day and a good one just by making a tiny adjustment to your work routine.

Managers have a unique ability to settle employee complaints, but only if they have the flexibility and power to do so.

To have everyone functioning from their optimal position in the workplace, shifting a few tasks around might be all that is needed.

As a "middle manager," you're solely there to convey and implement company policy. There's nothing worse than that. Managers should be given leeway to adjust their employees' responsibilities, timetables, and procedures to their unique needs. Managers must also speak openly and honestly with their superiors about the issues that matter to their teams.

4. Team members are more likely to remain when their managers encourage them.

Managers who inspire their teams provide regular opportunities for their employees to be recognized, encouraged, and reminded of their company's objective.

Creating a consistent employee experience is critical to increasing the productivity of individuals, groups, and organizations on all levels.

Woods Kovalova Group has repeatedly shown that a sense of belonging and a network of colleagues are critical to employee satisfaction. Engaged people are enthusiastic about their work, ready to offer their best, and connected to their team and business. So it's no surprise that employees who are happy in their jobs are less inclined to leave.

There is a more significant possibility that employees will feel that their bosses care about them if they talk more. However, managers may go a step further by asking questions and listening to replies with genuine attention and care. Rather than waiting for formal recognition ceremonies, managers may integrate earned acknowledgment into informal talks.

Managers also have a role in connecting the day-to-day activities of a group to the organization's overall goals. For example, when a person doesn't feel that their work counts, they'll abandon their jobs. This mindset may be addressed by a manager who demonstrates how the achievement of their team has a positive impact on the globe.

5. Managers who get coaching are more equipped to help struggling workers find a company.

The most common reason for resigning is a lack of prospects for advancement. There may be several reasons why an employee decides to leave, but the bottom line is that they no longer see a future for themselves at your company. When there is no logical road to accomplishment, we lose our motivation.

The future might seem hazy when things are tough. It's not uncommon for progress to go by the wayside. In addition, many workers may wonder, "Is this all — forever?"

There is no reason for employees to believe that things would improve without management. Additionally, they may be working in silos and not be aware of other career options, beneficial corporate initiatives, or prospective mentors because of their current situation.

When a manager acts as a coach, they can co-create an acceptable and inspirational way forward. Instead of dwelling on one's flaws, they might serve as a reminder of one's triumphs. They may take a step back and demonstrate how this experience creates capacity for future growth rather than focusing on the present problem.

Assisting workers in overcoming obstacles in their professional lives improves employee morale, productivity rises, and even when things can't be altered right away, employees feel like they're a part of something bigger than themselves.

Discover more about why individuals resign and why they don't. Click here >>

About Jim Woods

Jim Woods is president of Woods Kovalova Group where he founded the firm in 1998. WKG is a global consulting firm that works with financial industry professionals to solve their most pressing problems and seize their most promising possibilities by breaking the cycle of racial inequality. Jim was recognized as one of the “Most Influential Blacks in Corporate America.”

Jim’s education and work experience have given him expertise in many aspects of the financial sector. He has 25 years of diversity, equity, and inclusion consulting experience, primarily in retail and business banking.

Jim holds deep expertise in organization and banking strategy development. Jim earned a master’s degree in organizational development and human resources from Capella University.