It's Your Business to Know Why Employees Leave

The average cost of replacing an employee is 20 percent of the person's annual salary. Here's how can you keep these costs down

While 85 percent of employees say opportunity and growth are vital for their career happiness, less than 50 percent say their employers are providing it. Being blocked from moving laterally or across job functions is certainly a reason for good folks to leave. Training and career advancement are key for many employees who need to feel they are making progress and moving forward in their career.

No one ever listens to us

Communication is the key; we all know this and hear it often. The question is do we put it into practice? A complaint frequently heard is …” I never get to talk with anyone; I don’t feel like they would listen anyway. And if they did … they won’t do anything.” Clear, open, concise communication is essential to any relationship. If we don’t feel like what we say is respected and taken to heart, we begin to question how we could possibly be of value to the organization.

It is important for there to be a synergy and communication between management and frontline employees, or a lack of trust and confidence in senior leaders may develop. It is a known fact that employees with high trust levels significantly outperform those with low trust levels. So as an employer or manager, give the gift of communication, time, and availability by interacting daily in positive ways with employees. Build trust by being open with information, listening, and acting on their concerns. You will be amazed as you watch your retention factor rise.

It seems like no one cares what happens

If there is too much ”Just get it done” and not enough "Let’s work together to get it done,” the employee is likely to feel unappreciated, “used,” and like no one cares. Rules and regulations, red tape, and rigid policies, especially without any understanding of why they exist, can prevent good employees from performing at optimal levels. The result is they would rather quit and go do most anything else!

Dynamic employees need to be given latitude to get the job done safely while meeting and satisfying customer requests. When we take the customer out of our center of focus and concentrate on what is best for us or the company, the result will always be dissatisfactory service to our customers. Ask your employees what they need to help them do their job more effectively and what would improve the workplace. Then listen to their ideas and implement as many of their suggestions as possible.

We are asked to do things no one has ever shown us how to do

One of the leading causes of accidents and incidents is people performing tasks they were never trained to do, or even worse … incorrectly trained. Initial training and orientation along with recurrent training not only promote a safety culture, but go a long way toward making employees feel valued. Often we hire too late, needing an additional “body” as quickly as possible, and push a new employee to be productive long before they are truly “ready” or have been trained to proficiency. Training, coaching, and feedback on a continual basis is essential for safety, productivity, doing it right the first time, and good customer service; not to mention it keeps the costs associated with rework to a minimum. Asking folks to do tasks they were not trained to do results in accidents, injuries, and frustration on the part of the employee. It also clearly sets the employee up for failure.

Today’s marketplace is truly more competitive than ever before. Our employees have become an enormous competitive edge. They become more valuable over time if we just do our part in providing the tools, resources, and support they need to be their best.


DeborahAnn Cavalcante earned her Masters in Aeronautical Science, with a specialization in Safety Management from Embry Riddle Aeronautical University in Daytona, FL, and her Bachelor of Science from VA Tech in Business and Risk Management.

DeborahAnn Cavalcante leads Diversified Aviation Consulting (DAC) and along with her associates has firsthand experience in air carrier operations, private charter aircraft, general aviation operations, military/civilian interface, FBO management, maintenance repair station training, safety training, human factors training, and customer service training. For more information on DAC visit







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