If you're concerned about employee turnover, you probably believe that everyone eventually leaves your organization.

But the "when" is usually a mystery.

To help you identify the risk of someone you manage quitting, this assessment evaluates the pre-quitting behaviors frequently exhibited by employees that are strong predictors of voluntary terminations in the 12 months after they are observed.

This assessment is based on the work of Timothy Gardner and Peter Horn, two researchers at Harvard University who asked 100 managers this question:

Think for a moment of the peers and subordinates who have voluntarily quit your organization in the past two years. How was their behavior different in the months prior to quitting that might have told you they were on their way out?

Then they asked 100 people to describe their own changes in behavior before leaving a previous job. Based on the responses they received, the researchers isolated a cluster of 13 highly-correlated behaviors that best represent employees’ inclination toward near-future voluntary turnover.

To assess the likelihood that someone may be leaving you soon, click on the "Start" button below.
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Your score of this individual on 13 pre-quitting
behaviors is {{var_score}} out of 5.00

People with scores of 4.2 or higher are twice as likely to leave an organization as the typical employee. Other factors can affect whether someone leaves an organization, of course, but a score this high suggests the risk of turnover is high enough to warrant attention.

The next logical question is what you should do when someone you manage is exhibiting these behaviors?

Our advice is to focus on retaining star employees in the short-term. Typically, organizations handle a turnover problem with large scale interventions to improve departmental or firm-level commitment, job satisfaction, and job engagement. These strategies may work, but they take time to design and implement.

Thinking in terms of the turnover risk of specific employees allows you to invest your time and resources into those employees who create the most value and are actually at risk of leaving. There are many ways to invest in employees you fear may be looking: preparing career development plans, pay increases, promotions, special projects, etc. One technique is to use what are called “stay interviews.”

Instead of conducting only exit interviews to learn what caused good employees to quit, hold regular one-on-one interviews with current high-performing employees to learn what keeps them working in your organization and what could be changed to keep them from straying.

It’s also worth noting that employees in the midst of leaving often take customers or proprietary product information with them. And as most of us know, a quick departure can leave a hole in company operations that creates long-term harm. While it’s important to realize that there is no guarantee that employees exhibiting pre-quitting behaviors will definitely leave, those identified as flight risks should be monitored for unsavory behavior. Succession planning for their departure may prevent damages arising from unexpected quits.

If you would like confirm this person's score, consider taking our self-assessment How Happy Is Your Team Member?

Leading With Courage Academy
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