How to reduce your talent turnover?

Skills management effectively steers not just skill acquisition, but also the ongoing updating and maintenance of skills, further helping to reduce turnover.
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One of the most profitable investments a company can make is in its people. It is no longer enough to carry out a recruitment process by being satisfied with the good match between a given profile and the needs of a position. We need to go further to understand how to reduce turnover in companies.

In the age of digital overexposure, each talent is solicited at least once a month on average. One of the functions of human resources is to act to keep them in the company and reduce turnover as much as possible. Using HR talent management software, it is now possible to retain employees.

Determine retention goals

The first step is to put in place a roadmap that clearly indicates the medium and long-term objectives. This is what forward-looking employment management and skills allows, Strategic Workforce Planning. This consists of communicating to the company's managers and to the heads of the various departments a sort of instruction manual in order to make the internal transformations a success, emphasizing the need for efficient communication and the maintenance of a group spirit.

70% of employee engagement comes from managers.

Does this Gallup figure describe reality?

Managers themselves are said to be 70% disengaged. If 1 employee out of 3 evaluates his manager negatively, he also says that he would not do better according to the study "The Workoce View of ADP". Our intention is to consider that the disarray of all employees is systemic, thinking that managers are the main actors is a mistake.

We interviewed 4 HRDs and produced the Caring HRD Guide to download below.

Retention factors according to the ANDRH

On September 30, during the seminar for young HRDs, Audrey Richard talks about ways to encourage commitment.

‍How do youretain talent?

Here are the top factors for retaining talent according to andrh, in partnership with Randstad:

  1. Salary and benefits: 64
  2. The work environment: 61%.
  3. Work-life balance: 57%.
  4. Development opportunities: 51%.
  5. Job security: 49%.
  6. The content of the function: 46%.
  7. Training and development: 42%.

We also note the appearance of CSR policy (35%) and diversity & inclusion (31%).

The Strategic Workforce Planning as a factor in reducing turnover

A software Strategic Workforce Planning is built around five elements:

1- The position: we must determine the skills required for the integration of a function in terms of role and responsibility. It is the job description that is detailed in terms of the tasks to be performed and the missions to be accomplished.

2- The evaluation interview: this involves comparing the requirements of a position with the skills of the employee who holds it. This interview, carried out annually, allows the various cursors to be moved according to whether it is necessary to develop the position, the person performing the function or to meet training needs. It is also a significant measurement tool for determining the level of remuneration and for responding to requests for increases.

3- The professional interview: this is a less formal dialogue than the individual interview. It consists of questioning each employee about his or her vision of the company, his or her place in it and his or her professional future prospects. It is necessary to approach this phase knowing that it can lead to concrete proposals in terms of evolution of responsibilities, greater autonomy, training, internal mobility or promotion.

4- The reference system of skills : this is an exhaustive description of the requirements of each job in terms of knowledge, skills and interpersonal skills. It is a reference tool used as such to bring employees' qualifications closer to the objectives set for each position by the company's management.

5- Training: the Strategic Workforce Planning allows to list the personnel who need a training proposal, allowing them to improve or acquire skills in order to facilitate their evolution or conversion.

The implementation of the Strategic Workforce Planning to retain talent

The Strategic Workforce Planning places the human factor before the tool. Rather than focusing on the efficiency of a tool, the company should rather concentrate on finding the right profile, even the ideal one, because it is the human factor that will know how to handle the tool and not the other way around.

Under the Borloo law of 2005, known as the social cohesion law, the implementation of a software Strategic Workforce Planning is mandatory in all companies with more than 300 employees and must be negotiated every three years.

The tool Strategic Workforce Planning is particularly useful because it allows us to anticipate the transformation of our businesses and to plan the company's evolution in terms of strategy and resources, in a timely manner, so as not to risk losing market share. It is also important for the employee, who thus becomes aware of his employer's opinion and can project himself with a precise professional horizon and build his career plan.

The answers of the software Strategic Workforce Planning should shed light on the following questions:

1- Company overview: what is the project, the strategy applied to achieve it and the means used in terms of human resources?

2- Anticipation: what are the prospects for market evolution, will the regulations be modified, will it be necessary to look for new skills ?

3- The action plan: what are the possible recruitment or skills development needs over a three to five year period?

The tool Strategic Workforce Planning is therefore essential for managing human resources. It allows you to collaborate with your staff and to ensure that their expectations are constantly taken into account. Thus listened to and empowered, they will be loyal. The cost of making an employee happy at work will always be lower than the cost of a high turnover rate.