Say goodbye to the exit interview
February 22, 2018
I’ve written a lot about Millennials, how and why they work, and their tendency to remain in their jobs for just two or three years. Many of us continue to study the habits of this population, which is projected to be 75 percent of the workforce by 2025, and we are finding out more about their motivations.
A recent, big discovery about Millennial restlessness in the workplace revealed that changing jobs is not simply part of Millennial DNA, or the time and culture in which they were raised. In fact, it may have a lot more to do with where they work than how they work.
In a recent Advisory Board post, it noted a survey by Facebook’s management. They were trying to figure out why employees left the company. In doing so, they busted conventional wisdom, discovering that people who left their job weren’t unhappy with their managers, but the job itself. In fact, employees most likely to remain in their jobs found their work enjoyable 31 percent more of the time than those who did not.
The lessons learned from this study are ones we can also apply to healthcare. Creating job satisfaction for every individual employee involves:
- Finding talented people, then creating jobs around them.
- Recognizing strengths and talents
- Maintaining a work-life balance
That’s a start. But how do we really hone in on those employees who are our superstars? First, don’t wait until the traditional exit interview to find out why employees are leaving. It’s too late. What’s more useful is what the Advisory Board cites as the “entry interview.” It makes sense, but the catch for those of us in today’s fast-paced healthcare environment is that sitting down with every person to check in and see what he or she is liking about their job—and how it aligns with her strengths—is simply not feasible.
Thankfully, technology can help. With Infor Talent Science, we can provide managers with fast and accurate insights into candidate characteristics by creating employee behavioral profiles even before they are hired. That gives us a head start on knowing which roles would provide the individual with job satisfaction. The most common example I like to use is for nurses. You may have two candidates with similar skills and experience profiles, but one may be introverted and happier in an OR where there is less interaction. The other? He may have a personality more suited to the fast-paced, interaction-intensive ER.
That doesn’t mean we ignore the 1:1 interaction with employees. Instead, Infor Talent Science gives us the data and information needed to more effectively communicate with our best and brightest employees. Looking for specific questions to get the conversation started? The article offers some here.
Marcus Mossberger, Senior Director, Human Capital Management, Healthcare
- North America