The HRM Asia article on turnover sparked my thinking, how much do we understand about changing behaviours? The article highlights Loopin, an employee wellbeing firm, discussing the common themes with turnover rates:
- Not enough opportunities for growth
- A lack of feedback
- The stress of micromanagement
- Inflexible work arrangements
- Feeling unappreciated or undervalued
A Laundry List of “Lacks”
To HRM’s credit, the article offers tips to tackle these issues — all of these make sense. But it raises two fundamental questions: Is the real challenge here about behavioural change? Or how do we put humanity and inclusion back into leadership?
There’s a ton of historical research on behavioural change going back to the late 1800s but the critical element here is positivity. Pavlov, Skinner, Watson, Thorndike and Bandura added substantial value to the topic of behavioural change.
One thing I learned from this research and working as an executive coach, rather than fixating on what’s wrong, the focus should be on adopting alternative approaches.
Yes, financial incentives can modify behaviours, but their success often requires convincing micromanagers that relying on this approach is not as effective as they might believe.
While Loopin offers solid ideas; creating regular feedback loops, open communication, and offering more flexibility, honestly the first step is making the person realise they need to change. Without this awareness, these tips will undoubtedly fall flat.
Two Steps Needed for Behavioural Change
#1
ACUTE SELF-AWARENESS
Going beyond the surface level of awareness and this requires introspection, observation, and feedback to uncover strengths, and motivations to recognise when you might be overplaying those strengths.
#2
SELF-EFFICACY
(with a nod to Bandura), it’s about how much you believe you can change, your willingness to do the work, and your resilience in the face of setbacks and obstacles.
The question is, will it work? The answer might be as tricky as the behavioural changes you’re trying to drive, but one thing’s clear, a workplace where every individual feels respected and empowered to contribute their best will assuredly drive higher retention.
Let’s back this up with data. Deloitte’s research demonstrates inclusive leaders focus on:
- Fair treatment of individuals and groups, considering their individual qualities instead of relying on stereotypes.
- Recognising and appreciating the distinctiveness of diverse individuals while also acknowledging their group affiliation.
- Leveraging the diverse perspectives of groups to enhance creativity and decision-making, thereby minimising the chance of encountering unexpected challenges.
Now consider the ROI: Deloitte & Gartner’s research found companies that embrace diversity experience a cash flow per employee that is 2.3 times higher, while Gartner’s findings indicate that inclusive teams can enhance team performance by up to 30 percent, particularly in environments characterised by high diversity.
Inclusive Leadership Compass research indicates that Inclusive leaders with diverse teams are 20X more likely to exceed their business performance targets than non-inclusive leaders.
And one more data point: MSCI found a common theme across some of the world’s most innovative publicly traded companies, (Amazon, Nike, and Visa) is a higher number of women on their boards compared to their industry counterparts. Fascinatingly enough, these companies often have more robust diversity and inclusion initiatives.
So, if you want to address high turnover, examine behaviours and develop Inclusive Leaders across the organisation.
For more information about Catapult’s DEI programmes, please visit https://www.capitaland.com/sg/en/lease/flexible-spaces/catapult/curriculum/catapult-leadership-courses.html
ABOUT DR. JANE HORAN
Dr. Jane Horan, founder of The Horan Group is an expert in career and leadership transitions, and inclusive leadership. With over 25 years of extensive professional experience with notable companies including Kraft, Disney, and GE, she is a leading expert in building inclusive and engaged workplaces. Currently, as a Programme Director and Senior Fellow with the Conference Board and an Associate Adjunct Professor at Hong Kong University, she continues to impact the field of organisational development.
Dr. Jane Horan is also a Catapult Knowledge Provider and resident expert on Diversity, Equity and Inclusion (DEI) with curated leadership programmes that equip organisations with the tools and insights needed for talent retention, cultivating a global mindset, and purposeful leadership.