We do not explain turnover and retention based solely on years of service or psychological factors, but rather specifically confirm the employee's experience and workplace conditions.
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Don't rely on age as a factor
Even if you have the same number of years of service, your role, desired experience, compensation, and living conditions will vary. Don't feel anxious because you're a mid-level employee, or assume that it's easy to quit after a certain number of years, but instead check what's actually going on. We will organize your consultations, workplace observations, and records of transfers and resignations, taking into account the handling of information that identifies individuals.
Ensure alignment of roles and expectations
Make sure that what the person is expected to achieve and what they are being evaluated for match. When responsibilities increase but authority and support remain the same, it creates a burden that cannot be solved by motivation alone. We will deal with the amount of work, the range of decisions that can be made, and the division of labor with related parties in specific work situations.
Ask about compensation, boss, and opportunity separately.
Compensation, recognition explanations, support from superiors, and opportunities to move on to the next role are separate issues. Rather than making a conclusion based on one level of satisfaction, we ask what changes would make them choose to continue working. Rather than promising all hope, it reveals what the organization can change and what cannot change immediately.
See the connection between measures and issues
When preparing training or mentoring, determine which issues will be addressed. If role ambiguity is an issue, you may need to not only do some self-reflection, but also adjust expectations with your boss. We will design jobs that allow you to try out what you have learned, opportunities for reflection, and support from related parties.
Leave next judgment
After responding, we check to see if the agreed-upon role is being carried out, if the workload and support have changed, and if next opportunities have materialized. In order to judge that the retention rate has improved, it is necessary to have records that cover the same target and period. This article does not provide improvement rates, but rather suggests questions to ask and decision-making steps.
Author
Global Career Incubator Co., Ltd. CEO Shinichi Ikawa
After graduating from the Faculty of Law at the University of Tokyo, he worked at the Ministry of Defense and the Australian Ministry of Defence, and worked in business development and organizational management at a business company, before founding GCI in 2023. We provide support that connects management and business strategies with the implementation of roles, human resources, and operations.
At the point of contact between Japan and the world, GCI supports the growth of companies and the development of individuals' careers and abilities.
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