| What is your organization's ability to retain the brightest, | | | | establish a retention plan. |
| most experienced and dedicated staff! These are the | | | | You may have a turnover problem if you: |
| people who keep everything running smoothly day | | | | 1. Spend too much money on overtime |
| after day. | | | | 2. Have significant recruitment advertising costs |
| Personnel gurus are projecting that when economy | | | | 3. Pay employees $10 an hour or less because they |
| repairs itself, turnover rates in many organizations are | | | | are prime turnover candidates |
| likely to skyrocket. A study by PreVisor Corporation | | | | 4. Have supervisors doing lower level worker tasks |
| reported that 68% of companies are concerned about | | | | 5. Have Supervisors covering shifts during vacancies |
| retaining employees during the economic recovery | | | | 6. Do not regularly analyze employee half-life, new |
| while 54% concerned about recruitment. Now is the | | | | employee first year retention, short term turnover and |
| time to plan before opportunities begin opening up. | | | | other turnover rate calculations |
| Many employers are strategic about decisions | | | | 7. Do not regularly analyze the hard and soft costs of |
| effecting employee satisfaction levels. The models for | | | | separation and replacement of employees. |
| these kind of organizations are Southwest Airlines, | | | | 8. Find yourself cutting back on program activities or |
| Wegman's Super Markets, Zappos, Joie de Vivre | | | | organizational plans because you are short staffed |
| Hotels just to name a few. Other organizations see | | | | 9. Use Temp Agencies to supply temporary or locum |
| turnover as an inevitable part of the cost of doing | | | | tenens workers |
| business. Of course, some turnover is inevitable. Some | | | | 10. Have critical incidents resulting from staff mistakes |
| staff will leave to continue an education or follow a | | | | that tie up manager's time in investigations |
| spouse. Others are offered life-changing opportunities | | | | 11. Have high daily absenteeism |
| that should not be turned down. Too often however, | | | | 12. Have employees who are present but not fully |
| turnover decisions do not represent a move forward in | | | | engaged in their work. |
| the life of the employee. It means they were sick and | | | | 13. Feel like you are a training ground for your |
| tired of poor supervisors so they took a similar job for | | | | competitors |
| 10 cents more an hour. Managers and organizational | | | | So, how are you doing? Is it time to plan for better |
| leaders shrug their shoulders about these separations | | | | staff retention? The benefits of lower turnover and |
| seeing the problem as financial. Rarely is money the | | | | higher retention are vast. Resolving any of these |
| real or only reason why people leave a job. | | | | thirteen areas will save you money and create |
| Successful organizations manage turnover and they | | | | program efficiencies and quality you cannot presently |
| will always have a leg up on the competition. | | | | imagine. |
| Managing turnover is a solid strategic decision. It needs | | | | This kind of strategic planning takes time and a team. |
| to be an ongoing priority. First, you need to objectively | | | | But it can be done. You may need to engage technical |
| evaluate your scorecard. Here are thirteen | | | | assistance.. Whatever you need to do, do it now |
| characteristics of organizations with high turnover. If | | | | because the rewards you will reap will far outstrip the |
| you decide that four or more are true for your | | | | cost of your investment. |
| organization then it is time to take action and to | | | | |