Why do good people leave? Given the travails of Labour, it seems a topical question to ask, this morning.
There is a good-old management adage; people don’t leave good jobs, they leave bad bosses.
The kind of boss that listens but doesn’t hear.
The kind of boss that speaks but says nothing.
The kind of boss that dithers instead of does.
The kind of boss that, on Friday, gives you a deadline for Monday.
The kind of boss that arranges meetings at eight-thirty in the morning, knowing it’s term-time and you have to take the kids to school.
Top of the reasons for people leaving their job is uncertainty.
There’s interesting data from the Porter study into mergers; during the process 18% of senior talent will jump ship.
The NHS is facing another reorganisation, people will be expected to re-apply for their job.
I can predict now, unless you handle things right, you’ll be left with the ‘B-Team’. The good ones will know they are good and high-tail it to somewhere they are appreciated.
People who feel undervalued and whose work is unrecognised, leave. There’s a back that needs patting, go and find it and do it… before someone else does.
Micromanaging is a good way to lose people. People like to be managed face-to-face, not by someone looking over their shoulder.
When organisations go through change, the working environment will be a big determinant in deciding to stay or go. It’s about the people.
I’ve seen people who love their job, working in not more than a cupboard. They do it because they love the people they work with.
I’ve also seen people working in swish-open-plan offices who hate their job. Partly because they have no opportunity to interrelate with the person they are working next to.
‘This job is going nowhere’… another good reason to leave and find one that will expand and train you. There’s nothing worse than coming to a daily slog.
Training, developing and learning new skills are reasons to keep coming.
In today’s high-tech jobs-market staff will leave if they don’t have the technology to do the job well, or easily.
It works the other way around. I remember meeting a bright, young community nurse, in Bristol I think it was. She’d joined the Trust because it had invested in tablet-technology and she was fed up with paper and Post-It notes.
A survey for dice.com, the recruitment company tells us;
• 60% of millennials, 53% of Generation Xers, and 61% of Baby Boomers said they would like to work remotely, half of the time or more…
• 63% respondents to a separate snap-poll said; they would be willing to take a pay cut to telecommute at least half the time, and
• 27% would reduce their salary by 11% to do it.
I wonder how many NHS jobs could be done from home? Babylon and Push-Doc do it. What about NHS111, outpatients and clinics.
One of the strongest reasons for people leaving is if the employees don’t understand the organisation’s goals.
Leaders are visible, have a vision and share it often.
Most people want to work somewhere they can be anchored by a strong set of corporate values they can hold on to.
There is a lesson for political parties there. Look how many have resigned from May’s Cabinet.
Value your values, be clear about what they are and show you mean it.
I’ll be amazed if we don’t see similar problems emerging for the NHS.
I doubt few of the 1.3million of our people will have read the LTP.
How many employers have bothered to produce a ‘one-side of A4’ précis; ‘What it means for us…’ (The RCN have done a good one for nurses).
Make no mistake, it’s a far reaching set of upheavals and changes, many of them very difficult, that will impact pretty well everyone.
Whatever the bravado of even the most senior managers, none of them has done anything like this before.
The sensible ones will be feeling their way. The others will be like a gorilla in a nail-bar.
We’ll need all the good people we can get… look after them.
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Reproduced at TrainingPrimaryCare.com by kind permission of Roy Lilley.