HALF of workers are currently thinking about quitting their jobs – but bosses have a chance of retaining them by asking simple questions, a new study suggests.

Research polling adults in the workplace revealed 27 per cent don’t feel valued by their employer with anxiety also a telling factor.

But small changes such as knowing how staff like their tea, remembering their pet’s name and asking about their day are the top questions bosses should ask to keep staff happy and stop them from leaving.

New research found that a quarter of employees would feel more valued and less likely to quit a job if their boss regularly checked in and asked about their day.

في أثناء, 11 per cent value a boss knowing how they like their tea or coffee made, alongside a competitive salary.

زائد, one in 12 would also feel more valued by a boss who remembered their pet’s name.

Amanda Cusdin, chief people officer at Sage, which commissioned the research, قالت: “Finding and keeping hold of great talent is one of the biggest concerns we hear from small business owners.

“Little things like making the tea round or asking how their staff are doing will make the world of difference, as it will make employees feel valued, resulting in a more loyal and happier workforce.

“It takes more than software and solutions to make a business work.”

Among the bosses already feeling the benefits of treating her team well is Caroline Armstrong, an accountant for 20 سنوات, who now employs eight people at her firm Infinitas.

Caroline says she has gone to great lengths to let everybody know how valued they are, including being open about everybody’s salary brackets, creating a work-place environment where people can openly discuss financial matters.

قالت: “Nobody is staff here, everyone is a team member. I operate with transparency, ensuring the team is fully aware of business decisions and our finances.”

Caroline says she makes a point of learning how every staff member likes their hot drinks and regularly makes the drinks. قالت: “The gesture doesn’t need to be big – it needs to be caring.”

She believes this strategy has helped her hang onto staff with just one employee leaving since she started in 2020 – who left to home-school her child.

قالت: “My team feels part of what we do – we have a ‘problem shared’ type attitude where everybody pulls together, and I get amazing feedback from my clients about it.”

This is a world away from the culture she encountered during years working in large corporations.

قالت: “Work came home with me. It was long days and long nights. When I left they offered me more money, but it was about work culture and life balance over salary.”