“Those Who Quit, Those Who Hang On, Those Who Break Down” So, What Do You Do?

Summary

The important point is not “positive emotions,” but “negative emotions.”
It is not the “most excellent people,” but the “people with high potential.”

Positive emotions refer to improvements in ease of working, such as no-overtime days or flextime systems.
Positive emotions are triggered when they are first introduced, but the effect is temporary.
Rather, they quickly become taken for granted.
And if you abolish them, the negative emotions become greater.
Therefore, do not raise positive emotions unnecessarily.

Negative emotions refer to the negative feelings that many people experience.
They vary, ranging from feelings that don't surface much, such as “resignation,” “depression,” “fatigue,” “anxiety,” “emptiness,” “envy,” “anger,” and “escape,” to emotions that explode over minor things.
The accumulation of negative emotions does not resolve naturally; if left alone, it actually amplifies.
And negative emotions are contagious.

Broad measures for negative emotions do not function effectively.
This is because negative emotions are influenced by personal backgrounds and the like.

There are three sources of negative emotion generation.
・Physical and mental condition: fatigue, anxiety about the future, illness, etc.
・Ease of working: volume of work, work-life balance, human relationships, personnel systems, etc.
・Work satisfaction: strengths, growth, sense of belonging, connections, evaluation, etc.

Summarizing the relationship between the above three elements and turnover types:
・Active turnover: The risk of occurrence increases when “work satisfaction” is damaged. This is turnover where one “steps up” to the next company in search of further fulfillment.
・Passive turnover: The risk of occurrence increases when “ease of working” declines. This is turnover as in “I don't want to work in this workplace anymore.”
・Withdrawal: The risk of occurrence increases when deterioration of “physical and mental condition” occurs. This is where one has no choice but to take a leave of absence or resign due to “mental breakdown,” etc.

However, it is almost impossible to make all employees, who each have different labor values, happy.
In other words, do not aim for zero turnover, but aim for “turnover optimization.”
That is precisely why it is important to clarify the “Who,” “What,” and “How.”

First, categorize the employees
・Excellent talent: Talent who are the driving force of the company and organization
・High-potential talent: Talent who will likely become excellent talent in 3 to 5 years
・New talent: Talent within 1 year of joining the company
・Average talent: Talent who properly complete what they should do
・Hanging-on talent: Talent who are passively staying

The priority order of “Who” to prioritize most is
① High-potential talent
② New talent
③ Excellent talent
④ Average talent
⑤ Hanging-on talent
Why should “excellent talent” not be the top priority? → Excellent talent have diverse labor values and high active turnover, so measures to prevent turnover are difficult (a certain amount of turnover is unavoidable).
Why is “high-potential talent” the first priority? → The labor values of this group, “ability utilization, achievement, and autonomy,” are relatively similar, making it easier to implement measures all at once.
“Excellent talent” → The labor values of this group, such as “environment, lifestyle, and adventurousness,” tend to be high.

The burden on educators
The infinite loop of hiring → training.
The accumulation of negative emotions due to on-site training.

To prevent these,
① The first thing to think about “before the generation of negative emotions” is the “entrance,” in other words, hiring.
You should hire people with little difference or gap in labor values from the start.
Clarify the desired personnel profile and hire people close to it.
Clarify the priority values and present them by saying, “If you work at our company, these values will be satisfied.”

② When accepting new members, it is necessary to consider that the burden on a specific individual does not become long-term, and while assigning a main person in charge of training, it is also necessary to have the idea of conducting training as an entire department rather than as an individual by adjusting so that other members share the training as much as possible.