Employee retention is a big issue in today's job market and many firms have had to deal with the undesirable reality of losing valued team members. While the reasons someone might leave a job are wide and complex, there are some factors that leaders can address themselves to counteract employee departure. In a recent essay, Jon Christiansen, Ph.D., lists 8 mistakes he says leaders do that make employees quit and presents ways to avoid them:

"Mistake 1:  Setting inconsistent goals or expectations."

Christiansen explains that "when employees are forced to choose between tasks in order to meet competing expectations, the result is a team of stressed out people without clear priorities." For example, let's say a junior designer has to choose between finishing a set of drawings on time for a project and doing adequate research for a presentation. They know that there's no way they can be late with the drawings, but they also realize that if they don't do the right amount of research they will bomb the presentation. 

It's this type of situation that Christiansen says causes the employee to experience high levels of stress, and as a consequence, hating one's job. To avoid this, he suggests that leaders create a list of priorities with items ordered from the most to the least important. This way, employees are empowered with more control over their tasks.

"Mistake 2: Having too many process constraints."

If things like lack of information or resource stop an employee from doing their job it can become frustrating. "When a worker is forced to wait for several other tasks to be completed before they can move forward with a project," Christiansen explains, it can "inhibit performance — which are evaluated by managers — even if it is not the employee’s fault."

It is best for leaders to consider these constraints when measuring someone's performance and evaluate what they did and didn't have control over. Christiansen also suggests that leaders use their influence to try and improve situations where process constraints might be affecting performance for a team member.

"Mistake 3: Wasting your resources."

Most professionals have had a days (or even weeks) where all of their time is monopolized by meetings. Let's say you have an important deliverable due by Friday and it's Monday, you should technically have enough time to complete the task. But if every day leading up to Friday is filled with meetings, conference calls, and other things that take up the bulk of your available time how can you complete your goal?

Christiansen uses a similar example to describe resource waste, which in this case is the resource of our time. He explains how employees who are "constantly crunched for time tend to get burned out faster, which impacts the quality of their deliverables." This proves to be a recipe for a team member who is likely to leave and "seek out a company with a more sustainable work culture."

Christiansen's advice is leaders to consider what a team member has on their plate before giving them additional tasks or "inviting them to meeting after meeting." 

"Mistake 4: Putting people in the wrong roles."

"Unused abilities can leave employees feeling undervalued and faceless," Christiansen writes. He suggests that business leaders look for ways to help ensure team members are doing meaningful work where they can feel that they are using their skills and abilities to contribute value to the team.

"Mistake 5: Assigning boring or overly easy, tasks."

Boredom can often take a toll on an employee. Sometimes this can occur if a team member does not have enough work to do or if the work they have is too easy. According to Christiansen, this tends to "result in a lack of work satisfaction and engagement, forcing employees to finally ask whether or not this job is the right fit for them."

He suggests that leaders ask their employee about their interests and passions and make an effort to give them work, based on their answers, that will enhance their knowledge and skills.

"Mistake 6: Failing to create a psychologically safe work culture."

"Employees who do not feel psychologically safe are more prone to error, and less likely to take risks, participate in healthy conflict, or grow in their roles," Christiansen writes. But, those who do feel safe tend to be "productive, innovative, and enjoy a sense of belonging. If leaders are able to show their team that they are open to new ideas and are able to admit their own faults, their teams will be more likely to do so also.

"Mistake 7: Creating a work environment that is too safe."

If things are too laid back then employees can begin to question the importance of their work, says Christiansen. He advocates for a healthy balance where "friction" is present in the form of positive and negative feedback. This can come as constructive criticism or lessons learned, in an effort to help propel the team forward. 

"Mistake 8: Leading with bias."

"Leaders who are fair without bias are leaders who employees can trust, and a trusting manager-employee relationship 'defines the best workplaces,' improves performance, and is good for revenue," Christiansen writes.