The Bureau of Labor Statistics reports that the typical American worker holds nearly nine different jobs before age 32.
No company, large or small is unaffected by an ongoing turnover epidemic.
Some degree of turnover is inevitable and can even be positive.
It opens doors for promotions and new talent.
Excessive staff losses, though, prove to be disruptive and costly.
While compensation and opportunities to advance are important factors, most people decide to leave a company for one reason: bad bosses.
A recent Gallup Organization study based on queries of some 2 million workers at 700 companies found that poor supervisory behavior was the main reason people quit.
It is not opportunities for raises or promotion through the ranks that keep employees happy.
The length of an employee's stay is determined largely by their relationship with the manager.
Organizations and companies in need of a retention injection must focus on making work interesting and building strong, flexible, attentive managers.
More and more companies are realizing that retention is up to managers.
What employees really want is often simple for managers to deliver.
Make people feel appreciated.
Develop a program of instant gratification and informal feedback that fills the gap that most formal recognition programs leave out.
Measure the attitudes and feelings of the workforce by conducting a form of climate assessment.
Manage retention one employee at a time.
Everyone has a different set of needs and expectations about their jobs.
Focus on the family by being sensitive to employee's work/family needs.
Listen to workers, and, when possible, try to accommodate unique requests.
Make people feel at home by fostering personal connections to the company.
Hold managers directly responsible for retention.
Encourage managers to develop and customize their own training programs to meet individual skills and job functions.
Strive to create an atmosphere that ensures open communication throughout the entire organization, including regular discussions of sales, company goals, and expansion plans.
Allow employees to evaluate the managers using a Customer Satisfaction Index (CSI) approach.
Give people purpose.
People want to be part of an organization that gives them meaning.
Provide customized responsibilities and long-term learning opportunities.
The key difference between high-retention and low-retention organizations is for people to feel they are making a difference.
Retention Injection Make people feel appreciated.
Measure attitudes and feelings.
Focus on the family.
Hold managers accountable.
Give people purpose.
Jane Boucher is an author and professional speaker with offices in Reno and Ohio.
Reach her at 775-853-0226, 937-416-9881 or janeboucher@mail.com.Her websites are www.janeboucher.com and
