#InTheLineOfHire: How to Make Employee Turnover Work for Your Company

May 7, 2015 at 2:18 PM by Kathleen de Lara

employee turnover

Remember when we shared a study on when employees are most likely to move?

We answered the “Now what?” in How Recruiters Can Use Turnover to Their Hiring Advantage, our webinar with The Resumator’s Justin Keller.

Missed the live event? Here’s the quick version.

Don’t forget you can get your copy of the full webinar here.

Candidates who’ve had two or more roles in the span of five years are more likely to move to another job than someone who’s held one role in the same period of time.

We pulled data to find out which job titles are most likely to move and found candidates who take on more than two roles in five years are more susceptible to poaching. Keep in mind having two jobs in five years doesn't make someone a job hopper – eliminate this talent pool and you'll miss out on a large group of candidates representative of emerging working trends. Tailor your outreach to these candidates and reach out to them a few months before their work anniversary, an optimal time for employees on the lookout for new, emerging opportunities. 

Keep track of monthi-versaries.

Paying attention to work anniversaries? You’re already behind. Following up our previous point, the best times to reach out to candidates are at the 10 month, 22 month, and 34 month mark. Data proves employees are most likely to quit at the first, second, and third year anniversary at a company. If you're reaching out the candidates then, your competitors are already a few steps ahead.

Some indicators of a candidate on the move? Changes to their LinkedIn profile, increased number of openings on any emails you may have sent, a recent company merger or acquisition. Even if you're actively hiring for a specific position, pay attention to employees at other companies who've caught your interest. Create an outreach strategy and plan to attack a few months before they hit their work anniversay.  

Salary isn’t the only negotiable.

Think culture, perks, benefits, vacation, mentorship and advancement opps. What makes or breaks the job offer is how it responds to the candidate's "me" factor. Just as your team is looking for an employee who'll, ideally, stick around for the long run, companies are wholly responsible for creating an opportunity and work environment that offers professional development and advancement, flexibility and predictability, and a desireable salary and benefits.

Poaching – keep it classy and genuine. Avoid being pushy.

Poaching talent from the competition is no longer cast by shadow of unethical hiring practices – it's the way early stage companies build their team, grow their referral network, and maintain a competitive talent pool. (Pop quiz: Define passive recruiting.) When recruiting candidates from another company, avoid creating unrealistic expectations about the job opportunity, culture, or benefits. In addition, remember there's value in keeping outreach limited, well-timed, concise, and personalized.

Attract and engage millennials by presenting current employees as potential mentors.

If millennials/the future workforce are expected to hold over a dozen careers in their professional lifetime, recruiting and retaining emerging talent means communicating the company can help them reach their future goals. One way to do this is to ask candidates where they would like to be after their time with your company. Link them with a current employee as mentor who's in that position. Even if the candidate doesn't end up working for the team, your employer brand gets a nice glimmer and there's a chance the candidate will open up their network to help you find someone else.

Want to learn what else we found from our data studies with The Resumator? There's more where that came from. Get your second, third, and fourth helpings and download the webinar in its full glory here! Check out what other hiring pros are saying on #InTheLineOfHire.

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