There have been significant changes. We’ve all noticed them. Buzz phrases like ‘the great resignation’ and ‘the era of the employee’ are all over the news and business blogs. There are help wanted signs in many establishments. The U.S. now has more job openings than at any time in history.

Employees are jumping ship in record numbers. Data from the Bureau of Labor Statistics reports that in September of ’21, over 4.4 million people voluntarily left their jobs.

It’s being called, ‘The Era of the Employee.’ With nearly 11 million job openings in the U.S., workers have the advantage and are making decisions to improve their working conditions by moving on. Not only is employee turnover expensive, but companies are losing their best talent.

Why are people leaving, and how can you keep them?

Zety conducted a survey of 900+ American workers to discover why people are leaving, and this is what they found:

For our purposes, we’ll focus on these relationship-based issues.

Not Being Valued by My Manager

While 65% is high, it isn’t surprising. Historically, these numbers have always been high, and manager issues have always been in the top ten of why employees leave.

For over two years, we have faced challenges that even the best manager couldn’t foresee. If there is one thing Covid has taught us, it is that it isn’t easy leading people during instability. If your primary communication is the infamous Zoom meetings, or emails, or instant messages, it’s no wonder many managers are having difficulties with the challenge. 

When you are communicating via technology, you only have the ability to communicate verbally. You don’t have the benefit of non-verbal clues such as body language. Now is the time for active listening. Be proactive, not reactive. It’s time to up your interpersonal skills.

We all handle stress differently. Knowing the needs of your employees is critical. We’re not talking about the tangible needs such as salary or benefits, but what they need to feel valued.

Reds need to be respected. They care more about respect than they care about being liked. If they value and respect you, they will want your approval. Give your Red colleague an opportunity to lead. Trust them to get the job done. When they communicate, expect them to be blunt and to the point. When communicating with a Red, NEVER criticize them in front of others. 

Blues need to be understood and appreciated. Take extra time with the Blues on your team. Actively listen to their concerns and address them. Let them know you are aware of their stress at this time and do what you can to alleviate their worries. Most of all, sincerely tell them that they are valued.

Whites need to be given space. They are at their best when given a task and then left alone to complete it. They don’t like strife in the workplace. If faced with confrontation regularly, you won’t keep them long. 

Yellows need praise. Recognize their participation in front of the others on the team. Don’t downplay their enthusiastic contributions. We all need a Yellow’s bright, fun disposition in these times. Remember, they are more sensitive than they let on. Again, do your best to watch for verbal clues.

Relationship with My Colleagues

We all tend to internalize slights to maintain a non-confrontational workplace—right up until we can’t anymore. This is when you lose your employees.

Is it possible that employees aren’t aware of how others view them?

Now is a good time to administer the Character Code 360-degree evaluation.* Because of its anonymity, responders can share their coworkers’ behaviors they admire and those that cause them grief in their work relationships.

Once your team knows how others view them, they can work on those behaviors. Improved communication skills will quickly remedy most behavioral misconceptions.

More than ever before, your self-awareness and those of your coworkers are key to the success of keeping employees fulfilled. Interpersonal communication skills can help you build strong, positive relationships with your employees that result in higher morale and productivity of your entire team.

*To learn more about Character Code and the accompanying workshop Decoding the Colors of Leadership, talk to your employer or contact a trainer near you. Find a trainer here.

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Teresa Glenn has been working with the Color Code since 2006, where her main focus is product development. She has been in the publishing and product development field for over 20 years. Teresa is a core Red with a strong Yellow secondary.