MANY EMPLOYEES are dissatisfied due to a lack of emotional intelligence (EQ) from their management, with the primary factor contributing to employee turnover being a lack of trust, concern and support from first-line supervisors, according to Spherion Recruitment Solutions
MANY EMPLOYEES are dissatisfied due to a lack of emotional intelligence (EQ) from their management, with the primary factor contributing to employee turnover being a lack of trust, concern and support from first-line supervisors, according to Spherion Recruitment Solutions.
And with the skills shortage already beginning to bite, many organisations may find themselves facing a crisis as dissatisfied employees resign in droves.
“The cost of staff turnover has been well documented and the impact of losing talented, skilled staff goes well beyond the disruption that it creates,”said Jane Beaumont, managing director of Spherion Recruitment Solutions.
“Lower employee morale, increased stress, poor customer service, reduced productivity and lost organisational knowledge are the most common consequences of employee turnover.”
Citing a recent survey conducted by Spherion, in conjunction with TalentKeepers, she said bad management was the catalyst for employee turnover in 54 per cent of organisations surveyed.
Importantly, it also found that 52 per cent of executives believe employee turnover significantly impacts shareholder value.
Employee perceptions about bad management are further complicated by generational differences, according to Beaumont, with a fundamental disconnect in how employment and leadership are viewed between older managers and generation X and Y employees.
Avril Henry, executive director of consulting firm AH Revelations, also believes there is a direct link between strong leadership and high EQ.
“The EQ of today’s managers has a massive impact on the happiness and satisfaction of their staff,” she said.
“Emotional intelligence is talked about a lot but few people really understand what it is and the implications it can have on staff retention. Sadly, many managers haven’t even heard of EQ.”
Henry said veterans and baby boomers have been raised to believe in loyalty to the company, as opposed to generation X and Y who tend to pledge loyalty to individuals.
Both generation X and Y proclaim that leadership is the key motivator in the workplace, Beaumont added.
“Gen X are looking for effective leadership – that is managers that do what they say they’ll do, while Gen Y want an inspiring leader, someone who loves what they do,” she said.
