A study by Future Work Institute reveals that the reasons for leaving a job are professional development, the quality of leadership of the direct boss and the government of the company

Human capital management is now one of the keys to the success of any organization. However, the functions usually performed by human resources managers have expanded, and now include aspects such as health, equality, training, communication and emotional management. This is at least the thesis of the Spanish Association of Management and Development of People (AEDIPE), which this year dedicates the 51st edition of its annual congress to analyze how to promote the commitment between employees and company.

Under the motto ‘From the relationship to the commitment’, the organizers of the event are aware that it is no longer enough to relate but it is necessary to get the commitment between employees and company. Valuing the capabilities of each member of the workforce, getting cohesive teams and employees who embrace the values ​​of the company not only improves the working climate but also improves productivity and, therefore, economic results. “In addition,” a committed and even proud employee of his company thinks more and better in it, offering solutions or anticipating problems that can imply significant cost savings. ”

To discuss these issues and learn from the best experiences, an intense program will be held between 19 and 21 October, where speakers from companies such as Adecco, Nestlé, Gestamp, Mahou-San Miguel or Llorente & Cuenca, among others, will be present.

Why employees leave

Among the activities planned for the Congress, a study by the Future Work Institute has analyzed the causes of voluntary rotation in Spanish organizations, which has increased fivefold since 2010, according to Indicator of Work Dynamics (IDL) prepared by Meta4 and IESE Business School.

This study, based on a survey of 609 people who decided to leave their work in Spain in the last three years, reveals that most of the voluntary rotations are due to factors that the company could have avoided. Among the most frequent causes for leaving the workforce are professional development (52%), quality of direct boss leadership (45%) and company governance (33%). Wages (32%), lack of challenges (23%), lack of autonomy or decision-making capacity (23%), hours worked (21.9%) and ethical considerations (20.8%) are other motives.

When asked what the company would have had to do differently to have stayed, the answers revealed that most sought to feel appreciated or valued (35%) or promotion opportunities (20.4%). Other reasons lie in the governance of the company (19.9%), salary (15.1%) and factors like ‘soft’ organizations such as the pleasant working environment, a creative atmosphere or tolerance to difference, among others ( 11.8%)

The authors of the study conclude that there is “a wide margin of action both to the executives of the companies as to the specialists of human resources in the design of policies and strategies for the management of the human capital”. They also highlight dissatisfaction with leadership as the main cause of departure, “either for lack of appreciation, respect, autonomy or confidence in the vision of leaders, or for reasons related to corporate governance.” That is why they recommend listening, inspiring, empowering and offering more quality feedback and more often.

The cost of not doing so, they add, translates into significant direct costs (between 30% and 120% of the total remuneration of each employee) and indirect costs (loss of productivity and efficiency, impact on workers who remain, supervision…). Sixty percent of respondents also say that they would recommend little or nothing to their old company as a good place to work. The research, therefore, is in full harmony with the approach of the congress, since it is clear that the salary is no longer the best indicator of motivation or job satisfaction and that companies have to start working on other issues to strengthen the links between its collaborators.

Emotional management, key to generating commitment between employees and company

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