There are some statistical standards that foresee with some accuracy which employees will stay with you. Here are several possible predictors to help determine who will leave, which is harder to predict:
Frowning on conflict. Employees may stop partaking in meetings and slowly become disconnected and possibly consider another job. Those who feel that offering ideas that conflict with a company assignment, method, goal or approach may imply that they do not fit in.
Less focus on company goals and more on rewards. Eventually, employees tend to fail when they only focus on the rewards rather than for company goals. Rewards work only in moderation, therefore, workers do better when they concentrate on relationships and experience instead of material rewards.
Too much or too little pressure. Excessive pressure makes employees feel of small significance; too little and they may feel that their effort or results are not accepted because they aren’t of importance. Moderate pressure is healthy and stimulating, according to studies.
Duties that prevent contact between co-workers or their supervisor. Being alone can conclude in employees questioning their well-being in the workplace. Employees who desire to work alone or are urged to do so often feel disconnected and are reluctant to share what they know with others.
Incentives to work slowly. Boredom and being pushed to look busy can be emotionally, even physically draining. Employees may take too much time to complete tasks because they will probably not have another task when they are done. Take advantage of these predictors. Good employees are always hard to find.
Unreasonable performance evaluations. Allowing inadequate time to complete tasks is also unfair. For example, giving a task on Monday that is due on Friday, then expecting presence at lengthy meetings all week. For example, profitable credit card sales reps were given bonuses. Experience indicated that what made the difference was not successful selling, but rather prospects’ average credit ratings in the particular territory. In territories with lower credit ratings, sales reps rarely, if ever, sold enough to earn a bonus and many of them left the company.