Turnover is costly and disruptive. Here are five tips to reduce your turnover and find and keep your good employees.
Know what you want.
Before you hire someone, decide what you are looking for and the the best way to attract good candidates. Write a job description, post an attractive ad answering the question, “why should a great employee come here,” and contact the candidates you want right away.
Treat your new employee like a high school freshman.
Remember your first day of high school? Everything was new and strange. The first 30 days of employment are the most critical time of adjustment for a new employee. Create a simple and effective orientation and training program. Review the Employee Handbook, job description, and expectations on Day One. Introduce the new employee to the staff and their mentor. Communicate frequently to understand how well they are taking to their job. This time and effort are a lot less expensive than hiring a new employee every 30 days.
Don’t Get Sued.
To avoid legal problems know the basic laws on discrimination, harassment, and compensation. Make sure everyone knows them and train your managers.
Jump all over problems.
If an employee is not performing well, the problem will only get worse. If a course-correction is possible, then train or coach. If it is a disciplinary issue, follow your company’s progressive discipline policy. Document everything.
Fix high turnover before it fixes you.
Turnover is all the more costly because the “cost” is largely off the balance sheet: it is the time-cost of finding and training new employees, the memory loss of “how things are done” that the departed employee takes with them, it is the morale cost of the remaining employees wondering whether they too, should stay or leave. Some turnover is inevitable and even good; too much is dangerous. Find out the source and fix it.
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