This new research about why staff leave can inform employee retention strategies for staff who are over 30. Find out the employee motivation behind voluntary leavers in 2014.

Why Staff Over 30 Leave and Employee Retention Strategies 2014

great{with}talent has collected exit data from 12,837 workers, 7,134 of these are over 30. The results show why employees leave in 2014.

It shows the importance of conducting exit surveys as the results can improve employee retention strategies. It also proves that generational differences are key to staff engagement. (Click the below image for more.)

Read: Why Employees 30 and Under Leave and Staff Retention Strategies 2014.

Comparing these results to the overall reasons why employees leave shows significant trends. Like with the entire group, this exit data focuses on voluntary leavers. As the graph shows, this is the vast majority of the sample group.

The results of this staff survey, however, shows a significantly higher number of involuntary leavers. As a consequence, there’s a lower percentage of voluntary leavers.

It’s clear that staff retention and employee engagement strategies need to be tailored, from this chart alone. Employees over 30 evidently have specific needs which are not being met.

How to Retain Employees Over 30

Employees over 30 listed a lack of promotion opportunities (35%) as their top reason for leaving their role. This is a positive outcome, slightly below the average.

These results, however, may be due to the profound lack of opportunities available to those under 30. Either way, it remains as a key concern for staff.

Similarly, unclear as to how to progress within the organisation (31%) was stipulated as an issue. Whilst a lack of relationship between job performance and reward (30%) came third highest.

Employee benefits and rewards don’t have to be costly. There are also lots of low cost recognition approaches.

These can quickly and cheaply increase staff engagement. Which in turn improves productivity, customer and client relations alongside retaining employees.

Meanwhile, a more competitive salary elsewhere (29%) has decreased as a priority. Though, low morale (29%) has now been introduced to the list.

It’s positive that staff over 30 are either more loyal or their salaries are more competitive. Yet, low morale is an issue within this demographic.

Through clear career plans, flexible working hours and training, employees satisfaction can increase. Whereas, the former and latter can simply be achieved by the likes of shadowing and mentoring.

These staff engagement strategies are low-cost, in-house and build employee relations. Staff can learn from each other, gain advice and insights.

Read: The Four Most Important Factors of Staff Commitment.

It is all about clear and honest communication. Similarly to male employees who are promotion driven, staff over 30 need to be aware early-on of how they can progress. Moreover, they need to continuously be aware of the development that has taken place.

This may include a lateral move within the company. This allows staff to build skills, find new things they’re good at and enjoy and it should be pitched as such.

They can even find that another area of the organisation offers more opportunities for progression. Equally, these skills make them even more invaluable to the company.

The differences between staff who are over 30 and leaving employees as a whole shows the importance of exit surveys. It can easily and cheaply improve staff engagement and employee retention strategies in 2014.

Contact great{with}talent and find out more about their LastOpinion exit interviews.

(Main image Wayne O’Neil & Associates)