By Clark Barber
December 14, 2021
6 min read
December 14, 2021
6 min read
By the time someone on your team has committed emotionally and mentally to a decision to resign, regardless of if they’ve handed in the letter, it’s likely too late to change their mind. Whether it is the lack of a challenge in their day-to-day tasks or projects, limited opportunity for development and clear career pathways in the organization or the potential for increased compensation and benefits, there are many motivating factors behind why individuals leave their jobs.
However, while understanding why a teammate has chosen to leave is undoubtedly useful information for a manager to have, knowing when they are most likely to depart may be just as valuable. For many leaders already consumed by the effects of the Great Resignation, the prospect of predicting attrition to retain high potentials may not be the lifeboat they need, but a welcome floatation device, nonetheless.
This list exists not to necessarily prompt dedicated calls or in-depth career path discussions solely at these times—those should be taking place all year long—but to help leaders be aware of the power milestones can have on the individual at key points. This list speaks to an endless cycle of influence these circumstances have on your team. And, while there will always be another event that pops up, whether your high potentials take those triggers as an opportunity to leave will depend on their engagement and satisfaction.
Leading with emotional intelligence, self-awareness, and a keen predictive sense can help your team feel validated and help you focus your efforts on those team members who may need it the most.
These milestones are merely triggers. The catalyst behind a choice to leave has likely been festering and should come as no surprise—lacking challenge, no logical career path, limited flexibility or feeling overworked and undervalued.
Vice President, DeVryWorks
As organizations accelerate digitalization efforts, employees across every function and level must evolve. Clark Barber works alongside his team to help organizations align the right talent with relevant learning pathways to reskill for the future of work. He partners closely with admissions, student services, and academics to ensure the employee experience and learning pathways meet client expectations.