Ask the expert: If staff keep leaving, ask them why

I seem to spend all my time hiring staff to replace people who are quitting, and trying to increase the skills of the few who stay. Is there a better way to do this?

Start by using exit interviews, maybe done by a third party, to find out why people are leaving and what obstacles to good performance they have encountered.

If poor performers are leaving, then turnover may not be the problem, but your hiring process could be faulty. Are you sure of what your jobs require in skills and abilities?

If you know what is required, are you able to check for this thoroughly in all applicants?

New Zealand and overseas research suggests that we often get it very wrong at this critical point.

If you are selecting only well-qualified people and still have performance and turnover problems, check they are getting a thorough introduction to the job and the company. If not, even the best qualified staff may not perform well and look elsewhere.

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Is it worth putting in the time and money to improve my technology skills when I have only 12 years until retirement?

If you are working in an area that depends on technology, then the answer is yes.

Researchers studying the impact of technology have coined the term "digital divide" to describe the gap in access to employment for those who lack IT skills.

Initially, concern focused on those too poor to afford computers, but recent research has shown that poor groups have much better IT skills and access than older, more affluent, people.

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We are losing our star performers. How can I keep the very best working for my company?

It may not be easy to give your top performers what they want because of a company policy, or maybe it will upset others who may not be performing as well, but may have been there longer.

Research suggests that top performers may easily generate two to three times as much value for their companies, but are treated only slightly better than average to poor performers.

The same research found that star performers were a diverse group in terms of what they valued in their jobs.

For some, salary was important, while for others status, flexibility or important project work was what kept them with the same company.

The chances are you don't have too many stars in your employment, so look at how much they are really worth and make the effort to find out what they really want.

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Dr MARIE WILSON is head of management and employment relations at University of Auckland Business School.

If you have a question on issues facing senior management or executives, e-mail Career Editor Julie Middleton