Decruitment – The optimum way to lose your best people

Business has mastered how to spend £millions on attracting, onboarding, developing and successing talent. It has also perfected the art of wasting all of this effort and losing its best people and the associated investment!

Here’s a leading practice approach to losing your most valuable asset:

Unrealistic demands

Actively heap projects and deliverables on people without knowing if they have the capability, experience and available resources to deliver.

If you choose someone to perform something, and through no fault of their own they don’t have the ability to achieve it, they will fail and respond negatively to the critical feedback you provide them with. One stress point closer to exit.

Unrealistic timescales

If you choose someone to perform something, make sure you give them an impossible timescale to achieve it.

This will put them under considerable pressure and will lead to failure, or sub optimal achievement, thus furnishing you with a disappointing outcome to explain up the line. One stress point closer to exit.

Responsibility with no authority

Ensure you give people responsibility but absolutely no authority to make a final decision.

Leave the authority to decide with someone who, ideally, is too busy themselves and / or hard to contact, to achieve maximum delays and missed objectives. One stress point closer to exit.

Treat employees poorly

Making sure employees feel uncomfortable in the working environment and are subjected to poor treatment is essential to erode affinity to the employer brand, ensure employees call BS on the employee value proposition (and go public on Glassdoor and Twitter etc.) and stimulate employees to educate themselves on how best to take the business to employee tribunal.

The fastest and optimum way to create a working environment that drives maximum negative impact on productivity, risk and culture. One stress point closer to exit.

Employees not understanding their roles

An absolute must is to continually change the job description of employees without engaging and informing them.

An excellent way to create uncertainty in employees about their current roles and responsibilities and their future tenure in the organisation. One stress point closer to exit.

Change and transform poorly

Change and transformation lands worse when you ensure employees don’t understand the reasons and opportunities for it.

Keep them in the dark, don’t involve them in decision making that will affect them and give them sub-optimal training on new processes and systems, to create the most fear and uncertainty. One stress point closer to exit.


Everyone falls into one of four behavioural profile types, each with a tolerance to differing levels of stress. Not the time to go into detail but it explains why some deal with the above better than others and not everyone leaves from a combination of these factors simultaneously.

Some people won’t leave because they have different motivations, however, those in demand may ultimately decide the grass is greener elsewhere. Some of your best people might be considering this right now!

Looking at your own organisation, consider the impact of the above. Then consider if you want to know the locations, volumes and severity of stress, and what’s causing it, across your organisation.

Consider if knowing which employee groups experiencing excessive stress beyond their stress tolerance is insight that can enable you to impact positively on productivity, risk and culture.

Finally, consider getting in touch because we have a unique digital real-time assessment solution that can give you this insight via a digital dashboard.