The staff survey also tells us why people change jobs

Many sectors are suffering from labour shortages and there is a strong desire to keep good workers. Knowing what makes people leave a job is a valuable asset for employers. Did you know that your organisation's staff surveys can tell you why people change jobs?

Competition for good workers is fiercer than ever. Changing jobs is culturally accepted and seen in a positive light. People are thinking about the life they want to lead and looking for work that supports their ambitions. It is said that good talents can almost dictate the terms of their employment contracts.

Employers feel this movement under their skin. In many sectors, the challenge of finding a good workforce is seen as the biggest obstacle to growth. Turnover also has a direct impact on cash flow: on average, a change of worker costs 10 months' salary.

Employers want to know what makes people leave and whether turnover can be reduced. Employee surveys can shed light on the reasons for staff turnover and help with employee retention.

"Employee surveys are an untapped data bank for finding the causes of turnover."

Non-response can signal departure intentions

In many cases, not responding to a staff survey increases the likelihood that an employee will change jobs. Often, if a person is not committed to their job, they will not bother to take the time to answer the workplace HR surveys. If the analysis reveals such a link, it is possible to try to intervene.

Example: the analysis shows that in an organisation, those who do not respond to a staff survey are 5 times more likely to leave than those who do. A decision is made to use targeted communication to target non-respondents in order to open dialogue and engage employees.

The reasons behind the departure

By analysing the staff surveys, conclusions can be drawn about the reasons why employees leave. By examining the previous responses to the staff questionnaire given by people who have left the organisation, it is possible to analyse whether the data reveal reasons why people may have wanted to change jobs. This analysis is carried out by examining how the results and comments differ between staff who have left and current staff.

Example: those who have left an organisation are united by criticism of its management. They decide to take a closer look at the management of the organisation and to invest in its improvement.

What can you do in the future?

This analysis makes it possible to anticipate and engage employees in the organisation. Communication can be targeted at those who are at risk, i.e. those who may be planning to leave the organisation. The human mind works in such a way that even if you get them to respond to a staff survey, for example through targeted communication, it is always a psychological commitment. In this case, the employee is contributing to building the workplace and perhaps taking one small step backwards in their job change process. Naturally, it is also good to address the grievances people raise, so that the willingness to stay in-house increases. Analysing the reasons why people who have already left the organisation leave is also very valuable and can highlight areas for improvement that can be addressed to make the organisation a better and more sustainable place to work.

At Vibemetrics, we can find the reasons behind your organisation's turnover by analysing staff surveys. Data allows you to take action - but be sure to take action.