ILMA Compoundings - April 2019 - 39

All of the reasons listed in the preventable group can be directly impacted by
making changes to your employer brand,
especially if you give your workers the
red-carpet treatment at every stage of the
employee life cycle.

Less-preventable quits
* Relocation
* Involuntary (layoffs, for example)
* Retirement
As a refresher, employer branding
is how working for your company is
perceived by the outside world (this
obviously applies to those working for
you, too, though). A strong employer
brand makes people want to work for you
and makes those already working for you
want to stick around in the long run.
A great employer brand can be
achieved by recognizing what makes
employees engaged, motivated and,
most importantly, happy.
These are all part of what's called
your talent value proposition (TVP),
which simply is what value you extend
to your workers and what value they
extend to you while working there.
Since this is a rather short article, we'll
focus on the top three things that
employees should be paying attention to really kick off their employer
branding initiative.
CAREER DEVELOPMENT IS VITAL
According to the new report, 21 percent of workers who leave their jobs
do so because of career development
reasons. Of that 21 percent, workers
left for the following reasons:
* 33 percent for type of work
* 22 percent for lack of growth and
development opportunities
* 19 percent for returning to school
* 17 percent for no advancement or
promotional opportunity
* 8 percent for job security
* 2 percent for general career reason

As you can see, 33 percent of those
workers left because they wanted to do
some other type of work. This doesn't
mean that they left because they don't
like a company or their manager
(which will be answered in this article
as well), but rather because they
wanted to do something else. These
types of quits are generally to take a
lateral position or even break into an
entry-level position.
The second and fourth are all
products of a lack of growth inside the
company. If a person gives five years
of their lives to an organization, they
should be better off than where they
started. Upward mobility is of utmost
importance because it furthers the
employee's goals for not only work,
but his or her life, too.
The other three (returning to school,
job security and general) are all less preventable as the ones mentioned above.
Sure, you can control job security, but,
in today's market jobs are already pretty
secure thanks to a strong economy.
So, in order to keep those who
would leave jobs because of the type
of work or a growth-related reason,
you should pay close attention to what
your employee wants. This is where
your TVP comes into play. You need
to understand what goal the employee
has and help him or her achieve it.
Employees should have a clear pathway for success that they can follow to
move up, gain more responsibility and
make larger salaries because of it. No one
wants to feel stagnant in life or work.
WORK-LIFE BALANCE: IT'S A
BUZZWORD FOR A REASON
Work-life balance is a hot topic right
now across the business world for a
reason. In the new report, 13 percent
of workers who quit do so because of
work-life balance issues. Of those 13
percent who quit, 68 percent attributed
their reason to their schedule, 22 percent
to their commute, 5 percent to schedule
flexibility and 5 percent to travel.

The real takeaway here is "schedule."
If you add flexibility, scheduling issues
account for 73 percent of work-life
balance problems.
Workers have spoken, and they have
said that they want to do their jobs,
but they want to do them in a way
that allows them to live, too. So, why
not allow workers to work from home
if they need to? Why not allow them
to work remotely at a coffee shop if
they need to visit their doctor in the
midafternoon across town? If they
have a sick child, why not be flexible?
As long as their work is getting done
and their goals are being met, workers
should be allowed to work how they
want to work. Not only does this help
with work-life balance, but it makes
people realize that you trust them
enough to get their work done.

39
ILMA Compoundings - April 2019

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