How to Create Effective Learning Within Your Organisation

To ensure effective learning is taking place, organisations should consider reviewing what is on offer for each employee and the different methods of learning available. You will not want to waste time and resources trying to teach employees in ways that are not going to be the most beneficial. Creating effective learning enables the right learning techniques to be applied to the right employees to make learning as efficient as possible.

How to Determine Effective Learning Techniques

One of the best-known learning techniques is from Kolb’s Learning Cycle (1984).

The Learning Cycle claims that effective learning happens when the individual being trained has experienced the training either in a hands-on capacity or within a training course. They then have interpreted this for themselves and gone onto digest it and understand what they have been taught. The last step is implementing their new knowledge.

To understand this cycle more clearly an example is when a child learns that a fire is hot. They learn by putting their hand near to a fire and it will hurt them and therefore they will not do this again. Thereby effectively completing the Learning Cycle.

Learning Styles

Understanding that different individuals have different preferences is key to Honey and Mumford’s (1982) Learning Styles theory. They developed the idea that as individuals, we prefer one of the four stages of Kolb’s Learning Cycle more than the others. This is to say that we are more receptive to training in our preferred element.

Theorist

These individuals like the theory behind things. They need to draw upon concepts and facts to fully engage with learning. They prefer to be challenged intellectually by information and create their own theory or conclusions.

Methods of Learning

• Models
• Quotes
• Facts
• Statistics
• Theories
• Background Information

Reflector

These people like to learn by watching others. They prefer a back-seat role where they can see what others are doing. They like to be at the edge of activities to observe, this allows them to collect multiple pieces of data and draw their own conclusions from watching activities from different perspectives.

Methods of Learning

• Self-analysis
• Observation
• Feedback
• Coaching

Activist

These learners like to be thrown into the deep end. They love to be put straight into activities. They have an open-minded approach and are open to new experiences and different ways of working. They often find success in crisis situations.

Methods of Learning

• Problem Solving
• Puzzles
• Role play
• Group Activities

Pragmatist

Pragmatists need to see how things work in the real world. They find it hard to relate to activities that are not true to life. They constantly seek an opportunity to put what they are learning into practise to see if it holds up. They focus on outputs and implementation.

Methods of Learning

• Problem Solving
• Ability to test the training
• Case Studies
• Discussion

Using learning styles to facilitate effective learning

Effective learning is the result of identifying what learning style suits an individual and allowing them to learn in that way. There are many free online Learning Style Questionnaires. It would be beneficial before starting any training within the organisation to discover how your employees learn the most efficiently. The Learning Styles are a very good indicator for how well employees will respond to certain training methods. Despite this, just because they have a preference does not mean they are incapable of learning through other methods. When conducting training, the focus should always be on the training and trying to effectively deliver it to employees. Sometimes training cannot be delivered in a way that some employees will enjoy that is just a fact of life. But, for the most effective learning it is beneficial to try and alternate learning styles.

What is a Learning Culture and why is it important?

Working within an SME is all about trying to find that competitive edge. There is a need to continually innovate and be one step ahead of the ‘big boys’. A learning culture, if correctly implemented and carried out effectively, can result in your organisation moving to the next level.

What is a learning culture?

It is important to understand what a learning culture is before trying to implement one.  A learning culture can be achieved by embracing the ethos of learning as a continual process, where it is understood that learning opportunities happen at every stage of an employee’s journey within the organisation. A learning culture needs an agreed set of practices, processes or conventions. The aim of these conventions is to help the people within the organisation learn continuously. All barriers that could potential stop an individual from learning and developing are removed to help create an environment in which learning is at the core.

The differences between a learning culture and training and development

Some may suggest that a learning culture isn’t any different to that of an organisation that provides regular training. However, the subtle differences between a learning environment and that of an organisation that simply focuses on training can result in large changes to the whole organisation. A few examples of the differences are below:

Who leads the training or learning

Within a training environment a specific trainer will come into the organisation and train the employees in a specific area. However, within a learning environment the learning is lead by the individual employee. The employee should be able to understand the areas in which they need to improve or receive coaching and therefore they lead their learning.

How and when learning takes place

Within a training culture the emphasis is on specific workshops or courses which take place at scheduled times throughout the year. However, a learning culture views learning as a continuous effort, for example, through coaching, mentoring and social interaction.

The ‘carrot’ or the ‘stick’

In many organisations, training acts as the ‘stick’, occurring as a result of employees not meeting required outcomes through lack of skills or knowledge. Training in this context is seen similarly to punishment. Within a learning culture the learning is not a result of poor performance but a ‘carrot’ to encourage personal development through a continuous process.

Knowledge sharing

The training culture is often centred around isolation. Different departments are often kept away from one another. This results in some knowledge being warehoused by one department and depriving others of what could be valuable information. However, within a learning culture the emphasis is on collaborative learning. Ideas are shared, not just with other employees but across areas or departments to the benefit of the whole organisation.

What are the benefits of implementing a Learning Culture?

1. Increased efficiency and productivity
2. Increased employee engagement resulting in decreased employee turnover
3. The organisation and its people are better able to react to change
4. There is an increase in innovation
5. Increased problem-solving ability within the organisation

How to create a learning environment

There are a few different tactics a manager can implement within their organisation to help it to develop a learning culture:

• The first step is for the leader(s) of the organisation to commit to the ethos that learning is a continuous process and not one that can be set for a specific time. Therefore, they should treat learning as a resource to be used. This is the mindset needed before starting to create a learning environment.
• The next step is to introduce the aspects of coaching and mentoring to senior management roles, setting out a plan to coach and mentor the employees that report to them. Some managers may need development themselves in these skills, which only highlights the importance of the learning environment from top to bottom.
• The employee should then be encouraged to create their own personal development plan to ensure their learning and development needs are noted, understood and followed through. If an organisation is committed to developing a learning culture it must be mandatory for employees to create these plans.
• It is imperative that once a new skill has been learnt that the organisation recognises and celebrates the achievement, for example, when an employee successfully masters a skill they were being coached on. It does not matter how they have learnt but what matters is that learning is celebrated and rewarded.
• Regular feedback within a learning culture is very important. There are two main areas of feedback that are vital for the creation of a learning environment. Firstly, feedback from the manager to the employee that they directly manage, where the manager can suggest areas of their work which they could benefit from developing and improving on. Secondly, when the employee has begun to work on identified development areas, the employee should give feedback on whether the specific method of learning they are doing is helping them. This will help the manager be better informed for future development through the identification of preferred learning styles. In addition, the employee should give feedback on what, if anything, they have gained from the learning activity. This needs to be constantly assessed as to whether the investment in learning is worthwhile to both the employee and the organisation.
• Developing blended learning methods. Not all employees learn in the same manner, some learn best in training courses, others prefer a hands-on approach, whereas other may prefer to learn by being coached. Read our blog about alternatives to training courses.

Are Traditional training courses still needed with a learning environment?

There is always going to be a need for training courses in the traditional sense. Training courses have improved and changed over the years and can often be extremely beneficial. Training courses are sometimes the best methods in which specific learning can take place. Within a learning culture, training courses are one of many tools to be utilised without becoming the main focus of the organisation’s learning and development plan.

Reward and recognition of employees without breaking your budget

Keep hold of your talent

Employee satisfaction is absolutely vital in any workplace, but that doesn’t mean salary reviews and end of year bonuses have to be the ‘be all and end all’. To motivate and retain talented employees for the year ahead, employers need to develop more innovative recognition and reward strategies that don’t rely on money alone. Doing so will protect against misalignment between company goals and individual activities and keep everyone on track. You will maintain and improve employee happiness without damaging the company’s budget.

Honesty is the best policy

Speculation and gossip surrounding pay increases and bonuses can be dangerous. It’s impossible to eliminate this completely but you can make sure that you’re delivering a consistent and honest message about opportunities for financial reward in the coming months and years. Employee wellness is important, so it’s important they know how things like pay increases work because, if for example, an employee had false information, and was hoping for a bonus/increase in the nearby future it could lead to constant disappointment and the employee might start doubting their work and lose motivation and interest. That’s why it’s important you provide accurate information. This will give your employees a sense of control over their futures and help to create an open, honest workplace.

Offer opportunities

A good way to recognise high performance is to offer opportunities to broaden your employees’ experience. For example, ask them to lead an internal knowledge sharing session or offer a day’s job shadowing. This could lead to creating a new role for them in another area of the business. Engaging with the aspirations of your employees and creating personal development plans that help them realise their ambitions is crucial to retaining talent.

Regular feedback

Taking the time to evaluate your communication and feedback processes sends a strong message that you care about employees’ development and that good work will be recognised. Without structured feedback employees can feel like the quality of their work, good or bad, goes unnoticed. Staff surveys and focus groups are a good way of achieving this.

Say ‘thanks’!

It’s common knowledge that  a lack of recognition from management is one of the most demotivating factors for employees. Taking the time to highlight good work will boost employees’ job satisfaction and put any constructive criticism in context. Drawing attention to achievements across teams can be a powerful motivation to other team members.

Want more sales? Have happy employees

Happy, productive employees

There’s plenty of evidence around relating to the link between employee engagement and productivity. A study from the University of Warwick suggested that happy employees were 12% more productive. The research was carried out by Professor Andrew Oswald, Dr Eugenio Proto and Dr Daniel Sgroi from the Department of Economics at the University of Warwick. Professor Oswald said: “Companies like Google have invested more in employee support and employee satisfaction has risen as a result. For Google, it rose by 37%, they know what they are talking about. Under scientifically controlled conditions, making workers happier really pays off.” Dr Sgroi added: “The driving force seems to be that happier workers use the time they have more effectively, increasing the pace at which they can work without sacrificing quality.”

Happiness and your bottom line

When it comes to the impact of employee happiness on sales, research by the Hay Group found that organisations scoring within the top 25% for employee engagement achieve 2.5 times the revenue growth of organisations in the bottom 25%. The Hay Group reported more evidence of the positive impact of employee engagement, finding that high engagement levels can reduce employee turnover by 4%, which reduces recruitment costs. It also found a direct link between employee engagement and customer satisfaction, suggesting that employees who are happy at work will often go the extra mile when it comes to customer service (backing up the theory behind the title of this blog!).

Valuing your people

The key to employee happiness is balancing the value that you place on your employees with the value that they get out of working for your organisation. If your business plan includes a strategy for valuing people and ensuring the happiness of employees, the benefits could be huge. For example, more ideas, greater commitment, improved customer service and, ultimately, better productivity that will help to gain a competitive advantage.

If working for your organisation creates a valuable experience for your employees, they are more likely to remain loyal and put in extra effort.  The result of that extra effort is an employee whose value to your organisation far outweighs their cost.

This may sound like the holy grail of employee relations, but it really doesn’t require complex or expensive investment in new ways of working. What it does rely on is wholehearted support from your senior leadership team, through their vision, leadership and communication.

Team up with INSPIRING

INSPIRING provides valuable, practical advice for organisations who want to improve employee engagement or look more generally at achieving performance improvements. Take a look at our employee surveys or find out more about BS 76000 – the British Standard for Valuing People. Get in touch using the form on the left, email us or call us free on 0800 612 3098.

Employee Engagement Surveys: using benchmarking to compare your results with other organisations

Providing benchmark scores

As all of the surveys that we conduct for our clients are designed specifically for their own organisation, it would be impossible (and unethical!) to compare scores between surveys to determine if one organisation is ‘better’ than another. However, many organisations do want the ability to be able to rate themselves against similar organisations.  External benchmarking resources can be particularly useful when referring to results which indicate levels of employee engagement, as this has been proven to have a significant impact on employee, and in turn, organisational performance. Back in 2003, Towers Perrin (now WillisTowersWatson) identified the items that define employee engagement:

• Emotional Items – to determine an employee’s personal satisfaction and the sense of inspiration and affirmation they get from their work and being part of an organisation
• Rational Items – relating to the relationship between the employee and the broader organisation.

A set of questions were included in the Towers Perrin 2003 Talent Report and subsequently in their 2005 Global Workforce Study to determine employee engagement levels in line with the above items. Inspiring have drawn on this set of questions to create our own ‘engagement index’ and have used these when designing employee engagement surveys for many of our clients, ever since we began providing employee surveys 13 years ago.

Of course, the headings and questions have changed somewhat in more recent Global Workforce Studies (find out more about the 2016 study on the WillisTowersWatson website), however for Inspiring, using our original set of questions as a constant has allowed us to monitor ‘engagement index’ scores over the past 13 years and provide a benchmark for our clients to measure their own results against.

In the majority of our surveys, we use uniform distribution to calculate a percentage figure that reflects the positivity score of each question. From within our engagement index, here are the questions that have resulted in the highest and lowest average scores (as of 30th June 2017) for surveys undertaken since January 2014:

• I care about the future of XYZ: 84%
• I would recommend XYZ as a great place to work: 71%

These scores, along with those from our other engagement index questions, provide a useful reference to help organisations put their own results into context, as well as give an indication of what can be achieved by having an effective employee engagement strategy. For those organisations who have undertaken repeat surveys with us, it’s usual for their scores to improve year on year across the engagement index, especially when they have developed and implemented an action plan following their survey feedback. Our engagement index average scores are of course changing all the time as we conduct more surveys in which these questions are included – in fact, over the past 12 months the average overall engagement index score has increased by 0.5%.

Identifying the reasons for high or low survey scores

Having conducted hundreds of surveys over the years, we’ve had the benefit of gaining insight into the trends which affect employee engagement levels within organisations. Here are some of the factors that we’ve found to have had the greatest effect on employee engagement scores:

Higher levels of employee engagement

• Being people-focused
• Good communications
• Opportunities for training, learning and personal development
• Strong leadership
• Culture of trust and empowerment.
• Good work-life balance

Lower levels of employee engagement

• Lack of communication
• Organisational Change
• Workload / staff shortages
• Poor leadership and direction
• Lack of respect or concern for non-managerial staff

The effect of pay on employee engagement

Although pay and benefits do not feature in our engagement index questions, perhaps unsurprisingly, research conducted by other organisations suggests that this is a major factor in employee engagement. In the XpertHR Employee Engagement Survey 2015, Pay ranked highest as the most substantial influence on employee engagement, cited by 37.1% of respondents. In addition, an HBR study, published in Human Resource Management Journal earlier this year, showed that performance-related pay was positively associated with job satisfaction, organisational commitment, and trust in management.

Useful Resources

Benchmarking is often confusing, as there are so many surveys and reports out there to consider. If you’re looking for some free resources to help benchmark your organisation externally here are three places which might provide some useful statistics:

The CIPD’s Spring Outlook provides findings from their latest survey and it’s free to download.

The Global Workforce Study conducted by WillisTowersWatson mentioned earlier in our blog is also an interesting read for anyone concerned with employee engagement.

XpertHR offers a free HR benchmark tool to help you find out how your organisation compares on key HR and employment benchmarks.

Team up with Inspiring…

Find out more about our employee surveys on our website. If you are considering undertaking an employee engagement survey and would like more information about our services or would like to chat to one of our team about benchmarking, get in touch on 0800 612 3098 or email us at info@inspiring.uk.com.

Develop talent within your team to plug your skills gaps

According to the CBI/Pertemps Network Group Employment Trends Survey from December 2016, the outlook for 2017 is positive, with expectations for further increases in people finding employment, particularly on a permanent basis. However, there are continuing issues in the UK regarding lack of leadership skills and talent management. In the report, Carmen Watson, Managing Director and Chair of Pertemps Network Group, comments “The survey results show very little sign of the skills shortage easing, and employers are increasingly concerned about where they will find the future talent essential to fill crucial roles.”

The CIPD’s 2015 Resourcing and Talent Planning survey (in partnership with Hays) found that only half of CEOs have talent management as a key priority. The survey also found that skill shortages are escalating, with over four-fifths of respondents believing that competition for talent has increased.

John Telfer, Managing Director of Inspiring comments: “Recruitment can be an expensive business, not just financially, but also in regards to time. The right talent management system will help you understand which skills you need to look out for, and reduce the costs involved with staff turnover.”

Using a tool such as Inspiring’s Leadership Framework can highlight skill gaps in up and coming managers, help to identify suitable mentors and spot employees with the potential for internal promotion.

Offering training that fills these skills gaps is a good way to help your staff develop. This could be done formally through an external training provider or informally through work-shadowing or internal coaching on specific skills and leadership competencies.

John Telfer added: “The people within your organisation are what makes your business. Choosing to focus on your workforce and ensuring you can keep hold of talent will help your business to achieve its goals and drive success”.

TEAM UP WITH INSPIRING!

Read more about the Inspiring Leadership Framework
Call us on 0800 612 3098, email info@inspiring.uk.com or get in touch using the enquiry form on the left.

Motivated employees mean greater productivity

Everyone knows the difference between working with someone who is motivated and someone who is not. The extra commitment, enthusiasm, focus and productivity of a motivated person are obvious to see.

Research shows that a motivated employee is far more productive than one who is not, therefore making sure your team feel happy and supported is not only ‘the right thing to do’, but it is also right for your business.

So what should you do when the positive vibes are lacking and how should you deal with an unproductive member of your team? The answer is: you set about changing their attitude!
We’ve come up with a few of the ways in which you can support your employees to help them become more motivated and productive members of your team.

Give training where needed

Everyone hates not knowing what to do. Your employees are more likely to be productive when they understand what exactly is expected from them and they are given the training to perform such a task. Training gives confidence and confidence leads to employees that are productive.

Let your people shine

Encourage self-determination

Enable your people to make decisions for themselves at a level appropriate to their role and responsibilities. Allow individuals to initiate and regulate their own actions whilst ensuring line managers step up to their role of supporting their team members. It’s about creating a good level of trust within your business, i.e. does the manager trust the team member to do the job? Does the team member feel trusted?

Be supportive

Make sure your employees know that, however you feel about them, you are willing to offer your support and stand up for them. If employees believe that they are supported by their employer (and their line manager) in getting what they want out of work beyond just money, they will respond with positive behaviour.

Make sure they know their contribution counts

Make sure that your people understand the impact they have on business performance as a whole. At all levels they should be able to describe the contribution they make and the important part they play in the success of the organisation.

Team up with INSPIRING…

Is ‘presenteeism’ costing you more than absenteeism?

Although this may sound like a good thing to HR professionals, it is thought that presenteeism costs UK workplaces £15bn per year – compared to the £8bn absenteeism costs. This is because many employees now feel pressure to attend regardless of the state of their health, potentially impacting the health of those around them too.

The negative effects of presenteeism

The CIPD’s 2015 Absence management survey report, produced in partnership with Simplyhealth, highlights that 31% of employers have seen an increase in presenteeism in the last 12 months. It also shows that presenteeism is more likely to have increased where there is a culture of working long hours and where the demands of the business take priority over employee well-being.

This presenteeism can be a big issue for employers, and as such they should take action to make sure that the culture of the business supports staff. A member of staff who is not fully fit enough to engage at work may be physically present but will not be making a proper contribution to the business, impacting not only the quality and quantity of the work they produce but affecting the overall working atmosphere, including for the people around them.

Having unhealthy people at work creates a vicious cycle. According to research undertaken last year by Canada Life Group Insurance, 89% of UK workers have come into work while sick and 71% of employees said they have become ill after another colleague came into work when unwell.

Healthy, happy staff are more productive

Organisations must look at ways to ensure that their business supports the physical and mental well being of their employees. Supportive management is one of the most important ways to do this, and also one of the most budget-friendly. Making employees feel encouraged and valued can be a huge motivator, and help ensure that staff feel they are understood and appreciated. This can have a great impact on a person’s overall wellbeing.

Working to create flexibility within the structure of the business, such as introducing flexi-time, can also help employees to create a better balance between their work and personal lives, reducing the need to take time off.

Achieving enhanced business performance through a healthier workforce therefore requires great commitment to the cause throughout all levels of the business, focusing on preventative measures rather than reactive solutions to minimise the high cost outlays associated with staff turnover and absenteeism.

The culture of a business should revolve around an environment where all staff are able to work to their potential, with the management team working together with employees to achieve the overall business goals. Implementing structures that allow for staff to generate ideas to improve the business as a whole is another great way to create a better, healthier sense of staff involvement through all levels of the company. This can be done through employee engagement surveys and regular employee reviews, to get people more involved.

To see business performance improvement across the board, companies need to recognise the importance of healthy, happy staff.

Team up with inspiring

INSPIRING provide a range of support for organisations looking to improve their Health and Well Being culture, including Employee Surveys, Leadership and Management Development and consultancy services to help implement BS 76000 – Valuing People standard.

5 New Years Resolutions that will have a positive impact on your business

Limit out of hours communications

Just about everyone is contactable all of the time these days. Often it’s hard to ignore those emails and messages when they come in, even if it can wait until Monday morning. As an employer or manager, think about how sending emails out of hours might affect the recipient. If you don’t require an immediate response but just want to tick it off your ‘things to do’ list, consider setting up a time delay or create a draft to send early the next working day instead. Employers who make a point of limiting intrusions into employees’ personal time will have a greater chance of attracting and retaining good employees who want to be able to leave their jobs at the office.

Encourage your people to take time off

Many employees don’t use up all their annual leave entitlement. This may be because a heavy workload makes it difficult for them to take time off, or because their manager or workplace culture implies that taking leave is a problem. Having a positive culture of work-life balance together with happy, refreshed employees is more productive and will prevent stress, so you’ll be more likely to have a stronger, motivated staff in the long run.

Increase your training and development budget

When budgets are cut, it’s often training and development that takes a hit. If this applies to your organisation, it will inevitably impact on the ability of your employees to produce results and stay up to date with industry and business progress if they’re not getting the training and professional development they need. Make 2016 a year in which you invest in your employees and you will receive return on that investment in the long-term.

Look at your reward and recognition policies

If your reward and recognition policy is not perceived to be transparent and/or fair, it won’t attract, retain and engage employees. In particular, research shows that bonus and salary rewards are strongly related to employee attitudes including job satisfaction and intention to move jobs as well as impacting on behaviour such as absenteeism and individual performance. Make a point of examining how perks and benefits are distributed and consider separating pay and performance rewards in peoples’ minds by communicating to your team throughout the year for their good performance and recognising and rewarding them appropriately in the moment.

Tackle performance issues effectively

Leaders and Managers are often tempted to take credit for what their top performers achieve, but the real measure is how they handle people who aren’t performing so well. As a manager, you should measure your own performance by the lowest performer on your team. Many managers are scared of having tough conversations with their team, often through lack of proper management training. Developing people through coaching and creating accountability within your team is crucial to managing a high-performing team.

TEAM UP WITH INSPIRING…

INSPIRING Business Performance provides practical advice, business information tools and training programmes for organisations who want to improve employee engagement, develop their leaders and managers or look at organisational development. For more information or to arrange a free consultation, call us on 0800 612 3098 or get in touch using the enquiry form on the left.

Why people are leaving your organisation (and what you can do about it)

If people are leaving your business, it will usually be for one or more of the following reasons:

Lack of manager support…

Unsupportive managers are a key reason for people leaving. It’s a common saying that people leave their manager, not their job.
The skills and behaviours required for leaders and managers are different. An Inspiring Leader has a clear and compelling vision for the organisation. They can engage their team and encourage increased productivity. An Inspiring Manager will be able to set objectives and communicate effectively to their team, helping your employees to pull together and achieve your business goals.
INSPIRING can help you diagnose problem areas and provide tailored development through our Inspiring Leadership programmes.

Not such a great place to work…

Culture, physical working environment and operating policies all factor highly in ensuring a healthy, engaged and productive workforce.
The culture within your organisation impacts the happiness and satisfaction of your employees. It also strengthens, or weakens, employee retention and affects how your business attracts new talent. Conducting a culture survey will pinpoint what’s needed to create and maintain a positive culture: i.e. valuing, recognising and supporting individuals contribution to the company, both from the perspective of the employer and employee.
You could also look into having a wellbeing survey , which measures the physical, emotional and social wellbeing of your employees, as well as identifying areas where you can improve wellbeing within the workplace.

Career progression…

You will have a better chance of holding on to your employees if you have plans in place for talent management, succession planning and learning and development.
Spotting employees with leadership potential and helping them to develop their skills and behaviours will reap big rewards for both the individual and your organisation. Have a look at our recent article ‘How to identify future leaders in your organisation’ for more about this.
As well as offering learning and development solutions, INSPIRING can help with design and implementation of a tailored performance management system to ensure that your team is set relevant KPIs / objectives that not only reflect your business needs, but also correlate to their personal development.

Not feeling valued…

Employees will leave if they are disengaged and don’t feel appreciated. Reward and recognition isn’t always about money. Everyone would like to get paid more for what they do, but other important factors for job satisfaction include opportunities to:
• grow and learn new skills;
• to progress their career;
• to work on challenging and stimulating projects;
• to be acknowledged and praised for their efforts; and
• to feel that they are an important a part of the overall business.

The best way to find out why your people are leaving is to ask them!

Conducting Exit Surveys will help you understand why employees leave, enabling you to identify any problem areas. INSPIRING’s bespoke exit surveys, with reports tailored to your business, will help you to understand and reduce staff turnover.