5 ways to hold on to more of your employees for longer
As a business owner, do you or your managers spend a lot of time recruiting, conducting exit interviews, and onboarding new staff?
When the ‘revolving door’ in and out of your business doesn’t stop revolving, it can impact so many parts of the business that it soon becomes a priority to address the problem.
A high staff turnover rate doesn’t just impact those doing the hiring. It is damaging for general motivation, performance and productivity; it may lead to negativity in the workplace culture; the cost of hiring eats into profits; training and development costs go through the roof; and, worst of all, the chaos that can result from a constant flow of new faces in the business flows outwards to customers – and may cause them to look elsewhere.
So what can you do about this?
Well, say you want to improve performance in the workplace. It makes sense to understand the main reasons why employees are unmotivated and underperforming.
Similarly, if we want to improve staff retention, it makes sense to examine the reasons why people leave their jobs.
In recent years Gallup polls have found the same reasons for leaving have tended to come up again and again.
While there may be some unique circumstances in your own business that contribute to the problem, focusing on the following five steps will help address the main concerns…
1. Provide strong and inspiring leadership
Poor leadership consistently tops the list of why employees leave. There seems to be a lot of truth in the saying that people don’t leave jobs — they leave their bosses.
We’ve all had the experience: you’re feeling a bit under the weather, the alarm rings, and you’re faced with a choice: struggle out of bed and make it into work against your best judgment — or stay put.
Your choice is often determined by your boss. You’re much more likely to stay in bed if you don’t give two hoots about him or her.
So, unless you’re able to position inspiring leaders at the heads of your teams, this mentality spreads across the entire organisation. Are your leaders providing the support, guidance, and mentoring that employees look for?
Do they have the emotional intelligence and people management skills to really lead people – or are they in a leadership position based purely on technical skills and experience?
It’s worth noting that it’s the perception of your employees that counts here. You may think you have great leaders in place but if people are heading out the door in droves, it could be the first place to look.
2. Pay strict attention to employee needs
Unless you have a system of gathering employee feedback, you probably don’t understand the needs of your employees. You may think you do but in reality it’s just guesswork.
An annual performance review is not going to cut it. Face-to-face meetings between leaders and employees need to be frequent, forward-looking, and based on constructive ideas for development; rather than infrequent, based on past performance, and only considering KPIs.
Unless there is an effective feedback system in place, you may never know when problems are brewing before it’s too late – and people start heading for the doors. In short, get closer to your employees.
3. Develop career paths and opportunities for growth
Unless you offer your employees a realistic opportunity of advancement, they will quickly try to find an organisation that does.
A perceived ‘dead end’ job with lack of opportunities for development is highly de-motivational and generally gets people looking around, sooner or later.
People want to grow and develop themselves — this is natural within all of us.
Once you understand your employees’ goals, it’s important as leaders to help develop people and set them on the right path to achieve these goals. In professional terms, this means some sort of career path.
It’s considered unfashionable in some quarters to stay with a company for an entire career nowadays — and it’s true that ‘job hopping’ is much easier than it used to be. But many companies seem to encourage talent drain by not providing a compelling enough reason for employees to stay.
People require direction, hope for the future, meaning in their work, recognition, opportunity, and challenge — these are all strong motivators.
4. Provide more flexibility in the work environment
People are more aware than ever about the importance of their own wellbeing.
They realise that sedentary lifestyles and stress contribute to a range of other factors in leading to poor health.
Many employees are looking for more flexible work environments that allow them to strike a better work-life balance; everyone is familiar with the available mobile technology, which means they don’t necessarily have to be in the office to be at work.
When they are in the workplace they want it to be more inspiring and conducive to a healthy lifestyle: standing desks, places to workout, and so on.
Rather than asking your employees to sacrifice personal needs to fulfil the requirements of the job, design the job around changing lifestyles that are more mobile, flexible and geared towards healthy living.
5. Focus on improving your workplace culture
Do you promote a culture of recognition, accountability, engagement, transparency, reward, positivity, and success — or do your people cast envious glances towards the competition?
In some workplace cultures, the opposite dominates: silos develop and conflict, secrecy, fear, threat, and negativity all lead to de-motivation, which in turn leads to a decline in both performance and the employee experience of actually coming to work.
Your top employees naturally gravitate towards positivity and harmony and are unlikely to hang around in an environment they perceive as toxic or harmful to their growth.
Build teams that cultivate a positive culture through connectivity, empowerment, engagement, and a sense of fun.
Final thoughts
There will always be a turnover of staff in a business. But surprisingly perhaps, money is not usually the main reason for leaving.
It’s obvious that you should be paying employees well for the work they do; and you can’t do much about employees leaving to go travelling, fulfilling a long-held ambition, starting a family or moving to the other side of the country.
However, many of the main reasons for employees leaving can be addressed at the source by every employer.
Resist the temptation to think that high staff turnover is simply a sign of the times; with the immediate and temporary nature of social media, some business owners accept poor staff retention as the ‘new norm’. They believe that people are simply ‘job hoppers’ nowadays.
However, as a leader you can take action to stop the talent drain: by focusing on the above five actions, you will start to close the gap between where you want to be and where you actually are now.
Need help with your accounting?
Starting a business is an exciting milestone, but the paperwork can quickly become overwhelming. At Ascent Accountants, we often see new business owners get caught in the "registration trap"—either registering for everything at once (and creating unnecessary admin) or missing critical deadlines that lead to penalties. Knowing which registrations are mandatory and which are optional depends on your business structure, turnover, and whether you have a team. Here is our high-level guide to the essential registrations you need to consider. 1. The Foundations ABN & TFN. Australian Business Number (ABN): Your ABN is your business’s unique 11-digit identifier. While not strictly compulsory for everyone , you almost certainly need one. Without an ABN, other businesses must withhold 47% of any payments they make to you. Tax File Number (TFN): Sole Traders: You use your personal TFN. Companies, Partnerships, and Trusts: You must apply for a separate business TFN. 2. Tax Registrations (ATO) Goods and Services Tax (GST): You must register for GST if your business has a GST turnover of $75,000 or more ($150,000 for non-profits). If you drive a taxi or provide ride-sourcing services (like Uber), you must register regardless of your turnover. Fuel Tax Credits: If your business uses fuel in heavy vehicles, machinery, or for other eligible activities, you can claim a credit for the excise or customs duty included in the price. Note: You must be registered for GST before you can register for Fuel Tax Credits. 3. Employer obligations when hiring a team. If you’re moving from a "solo-preneur" to an employer, your registration requirements change significantly: PAYG withholding: You must register for Pay As You Go (PAYG) withholding before you make your first payment to employees or certain contractors. This allows you to withhold tax from their wages and send it to the ATO. Superannuation: You don't "register" for super in the traditional sense, but you have a legal obligation to pay the Superannuation Guarantee (currently 12% on July 1, 2025) for eligible employees. We recommend setting up a Superannuation Clearing House to streamline these payments. On 1st July 2026, super will be required to be paid each payday. Workers’ compensation insurance: This is a mandatory insurance policy for almost all employers in Australia. It protects you and your employees in the event of a work-related injury. Each state has different rules; for example, in WA, you must have a policy if you employ anyone defined as a "worker." 4. Business Identity: ASIC If you want to trade under anything other than your own legal name (e.g., "John Smith" vs. "Smith’s Landscaping"), you must register the name with the Australian Securities and Investments Commission (ASIC). Our advice? Don’t over-register too early. We often see clients register for GST before they reach the $75k threshold. While this allows you to claim GST credits on your setup costs, it also means you must lodge regular Business Activity Statements (BAS). Speak with us before you hit "submit" on your registrations. We can help you determine the most tax-effective timing for your specific situation. Contact the team today.
When you find your dream home, the process often feels like a whirlwind of inspections, mortgage documents, and packing boxes. Most buyers are diligent about checking for termites or structural cracks, but there is one significant risk that a physical inspection can’t uncover: legal defects in the property’s title. When it comes to real estate, one of the most effective ways to safeguard your equity is through Title Insurance. What is title insurance? Unlike standard home and contents insurance—which covers future events like fires, storms, or theft—Title Insurance is a specialised policy that protects you against existing but unknown legal risks that occurred before you bought the property. It is a one-off premium paid at the time of settlement that provides cover for as long as you own the home. Despite its value, statistics suggest only about 50% of buyers currently opt-in. How it works: real-world scenarios. Title insurance steps in when "discrepancies" surface after you’ve already moved in. Here are the most common ways it protects you: Illegal building work & conversions: It’s common to find a garage that was converted into a bedroom or a deck built without council approval. If the local council discovers this later and demands you bring it up to code or demolish it, Title Insurance can cover the legal and construction costs. Boundary & encroachment issues: Imagine discovering your fence, garage, or driveway is actually sitting on your neighbour’s land or Crown land. The cost of surveys, new building plans, and reconstruction can be staggering. Title insurance handles these expenses. Unpaid rates or taxes: If the previous owner left behind land tax or council rate debts that weren't discovered during settlement, the policy can cover these outstanding costs. Planning & zoning violations: Protection against loss if you cannot live in the house because it doesn't comply with local zoning laws. Is it worth It? These problems often stay hidden for years. You might buy a house that looks perfect, only to find out it has issues when you apply for your own renovation permits. For a relatively low, one-time fee, Title Insurance offers "peace of mind for your purchase." However, it is not a substitute for due diligence. Before you sign: Consult your conveyancer: They can help you finalise the policy during the settlement process. Research the provider: Ensure the company has a strong history of payouts and longevity in the market. Review the coverage: Understand what is specific to your property type (e.g., strata vs. green title). The Ascent perspective. From a financial planning standpoint, an unexpected $20,000 council-ordered demolition or a boundary dispute can derail your investment strategy. Title insurance is a small price to pay to ensure your property remains a secure asset rather than a legal liability. Are you planning a property purchase? Talk to the team at Ascent Property Co and Ascent Accountants to ensure your tax and financial structures are as solid as the roof over your head.
From 1 July 2026, the way employers make superannuation guarantee (SG) contributions will change. The Australian Taxation Office (ATO) has introduced Payday Super . This reform requires employers to pay super at the same time they pay employees’ wages. This is a significant update to the timing of super payments, and it’s important that your payroll processes and software are prepared well before the new rules commence. For full details, including eligibility and exceptions, see the ATO’s information on Payday Super. Key changes. Current requirements. Under the existing system, employers can make Super Guarantee payments to an employee’s fund up to 28 days after the end of the quarter. SG can be paid quarterly or more frequently (for example, monthly), and the current quarterly due dates are 28 October, 28 January, 28 April, 28 July. From 1 July 2026 Under the new Payday Super regime, Super Guarantee payments must be paid to an employee’s super fund at the same time as paying qualifying earnings (QE) — that is, on the employee’s payday . The payment must be received by the super fund within 7 business days of payday. There are limited exceptions to this 7-day deadline, such as for new employees. What you should do now. To ensure compliance with the new requirements, we recommend the following steps: 1. Review your payroll software and processes Confirm that your current systems can support on-payday super payments. If updates or changes are required, plan for implementation well in advance of July 2026. 2. Adjust internal procedures Update payroll calendars and workflows to align with the new payment timing, and ensure responsibilities and deadlines within your team are clear. 3. Seek advice if needed If you are unsure how the changes affect your business, or if your current setup requires modification, please contact us! We are here to help. 4. Review business cashflow. Ensure that the business cashflow will allow you to pay the superannuation on time, each payday. If not, you’ll need to put plans in place. We’re here to support you. These changes will affect all employers with staff and will require planning and preparation. If you have any questions or need assistance reviewing your systems and processes, please get in touch with the Ascent team.
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Thinking of starting a small business? Before you dive in, make sure your foundations are set: structure, ATO registrations, super, and workers comp. We’ve put together a simple guide to help you get started.
