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Retention Rates (Per Manager) · The Business of Alignment - Powered by The E1B2 Collective

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  Let's talk retention perd manager and Department.
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  Let's talk about. We all talked about it and we
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  all know the good old saying that employees, leave managers
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  employees. Don't leave logos, employees,
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  leave managers employees. Don't leave brands.
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  Employees, leave managers employees, don't leave the CEO
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  or employees, don't leave the CMO or employees, don't leave
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  the industry employees leave those who they typically report
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  directly to because of multitude of reasons.
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  But how many organizations listening, how many leaders
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  listening, how many companies listening can raise their hand
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  right now? And so we keep track of that
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  data. How many can say that?
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  How many can say we know down to a very detailed level?
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  How many managers that we have in our organization?
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  Have a hard time retaining, our people, Contextual to that team,
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  contextual Truth at the party? Who has a date of first hand
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  right now. Give you 100 bucks if you have.
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  Actually, I take that back. So I'm sure there are companies
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  and leaders listening that do have that data, but the vast
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  majority of companies and leaders do not have that data.
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  And that's very puzzling to me. Because again, we all know that
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  employees, leave managers employees, don't leave logos and
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  brands. And so for me, that data is
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  always important because if we can really understand the look
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  at the trends of that data, we can make really thoughtful,
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  strategic, potentially tough decisions.
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  On who we have in leadership, positions and managerial
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  positions. And we can really understand the
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  nuances of why they're having such retention issues.
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  And it's a back and forth game that I play.
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  Because on one side of things, I can lean heavily into the
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  manager because we have to remember managers and leaders.
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  They are people to the last time I checked.
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  They are employees of the company, the last time I checked
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  as well. And so they deserve empathy.
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  They deserve patience, they deserve understanding.
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  They deserve the benefit of the doubt as well sometimes.
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  And so maybe, you know, of one of my managers of an inevitable
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  inevitable Department. Let's say this managers leading
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  a team of 12 and in a year in the year span of time, we've
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  needed to turn certain roles over three times.
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  Right, so let's say that manager has a 40 percent retention rate,
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  started percent retention rate, 50 percent retention rate, not
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  great. Maybe me is the VP.
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  That's leading that manager has leading those those individuals
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  that small group of five or seven or 12 or whatever, it's
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  going to be, maybe I didn't do enough to support them as a
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  manager to support them as a leader.
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  Maybe they came to me multitude of times, sharing points of
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  views of issues that their people were sharing with them
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  that they were having and I ignored those conversations.
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  I didn't give them enough bandwidth or decision-making
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  rights to just make the right call to keep the people that we
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  need. I've seen that happen.
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  A lot action. Actually, I'll speak to this.
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  I remember when I was ahead of people of a company called fit
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  to go. I also personally had a team of
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  at about AP with imported directly to me.
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  And a little bit of a different way, because, yes, I was ahead
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  of people. Then I had a few HR
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  Representatives have reported to me but I also had.
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  I also had a few folks in the marketing team and on the
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  Partnerships team report to me because I had some pain with you
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  as well. And I remember that certain
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  employees will come to me about restructuring their salary,
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  certain employees will come to me about restructuring, the
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  workflow certain employees will come to me by restructuring
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  their overall title and positioning With the company,
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  period, a multitude of issues, some point.
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  Some employees would come to me regarding the leaderships
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  personality and just the overall energy that he would have during
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  meetings. And during 101's, enduring
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  decision-making, that would impact their role and the
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  structure of their role and how they could deliver what they had
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  to do when I did at a basis and I will collect all this data.
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  I would have really deep thoughtful one-on-ones.
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  I will listen. Very intently.
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  I felt that I was very empathetic.
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  I felt that I was very even-keeled to to have empathy
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  for those individuals but also strategically aligned that that
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  information to where the organization is currently where
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  it needed to go. But yet every time I went to my
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  supervisor and I presented the data, I presented my feedback on
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  what I felt that we should do. And I presented all the
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  information that was needed. He would either cut the meeting
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  short, not have the meeting get disgruntled that the that that
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  information was even coming and call the employees and grateful,
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  whatever the case is going to be or at times get mad at the
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  messenger and so when I would go back to my people and say well
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  nothing has been done And they would leave the company my
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  numbers. If we were to have tracked, the
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  retention per manager rate, probably would not have look
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  great. But behind the scenes, I follow
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  an applied, the the systems, the protocols, the step-by-step
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  tactics that are needed to utilize retention and to have
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  retention. And so the first tip that I
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  would probably give is for everyone listening that that
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  feels they want you to start tracking these numbers and be
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  hard on their managers. The first thing you can do is go
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  to your managers and say, write down a bucket list of everything
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  you need from me. And from the company, to make
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  sure that you can have a hundred percent retention of the six of
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  the 12 of the 24. Of the 50 employees that that
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  report directly or indirectly to you.
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  Let me know what you mean and we're going to plug that into
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  have. We want to track this out?
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  And if there is starting to become an issue with your
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  retention numbers, I will point to those things and say, did you
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  do all of those things there? And if the answer is yes, and we
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  can trust that and we can measure that and understand that
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  look back and really see that those things happened.
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  Then there will be a bit of a Reflection moment that will have
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  or myself as a VP that leads you as a manager and as an
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  organization. And we will have to take a beat
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  and make some different decisions on our part when our
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  behalf not on your behalf, right?
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  So, in layman's terms, this will allow the manager to have a
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  little bit of air cover little bit of breathing room.
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  To do the right thing and not have any fear of being
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  penalized. Beyond that right beyond that.
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  What I don't think enough organizations are thinking about
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  Is those numbers can tell you a lot.
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  Those numbers can be connected to why your your sales maybe
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  down. Those numbers can be pointed
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  towards wide, certain Partners may have left your brand.
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  Those numbers may be pointed to why certain other employees from
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  other departments may be leaving because they're seeing such such
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  issues in certain departments. And so it's incredibly important
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  to keep track of these numbers. And it's incredibly important,
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  if once you keep track of these numbers and once you keep track
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  of what the manager is or is not doing to be very thoughtful and
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  critical and strategically who you have in managerial
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  positions. Except baked out nuances there.
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  Make sure your exit interviews are structured.
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  Well, make sure your stay interviews are structured.
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  Well, make sure make sure the employees of those teams and
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  those departments know that the HR team will have
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  Representatives that are there for therapeutic, venting side
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  conversations that can be streamlined in a way.
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  We're we're the organization will really try to understand
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  from the employees point of view.
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  What is happening, what's not happening why they want to leave
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  except Sarah. So, for me, it comes down to
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  this. I believe that organizations
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  have a responsibility to be very thoughtful and very strategic on
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  both sides of the spectrum. Be very thoughtful and be very
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  strategic around. Who you have in leadership
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  positions and how you are measuring and making sure those
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  leaders are doing everything in their power, to stay organized,
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  to stay disciplined, to be empathetic to to deliver for
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  their people, and to not drop the ball.
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  But then on the same, talk side of things.
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  I want to see organizations to be even more critical, be even
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  more detailed be even more intentional to make sure that
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  the manage they have in place deserve to be there.
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  The manager they have in place are actually listening to the
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  employees, actually giving the employees to space to share
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  their thoughts to share their insights, to share their
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  perspectives to, to, to be who they need to be for those
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  people, so that we can have great retention numbers.
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  So the punch line is, I think more companies need to have and
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  retention rate per manager number that they track from a
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  kpi. Okay, gar standpoint.
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  I believe the HR leader going to keep track of this.
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  I believe the HR leaders need to have more bandwidth and more
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  responsibility as it pertains to who stays and who leaves as a
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  manager. And who can store manager, your
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  responsibilities responsibilities, who shuffled a
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  bit and I believe from a people analytics perspective, this may
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  be one of the most important pieces of data that you can
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  extract on an ongoing basis. So as always just a few thought,
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  just a few perspectives, we'll talk soon.