The key to cutting turnover is leader accountability and the key to holding individual leaders accountable is to have robust retention data. When individual managers are responsible to input retention data and the reports are used for accountability, it communicates that retention accountability is real and they should forecast carefully, build stay plans to increase retention, and most importantly achieve their retention goals.
Two hours in the day matter more for turnover than any other hours of that day. Those two hours are the ones immediately after work ends, regardless of each employee’s schedule or shift. The hours when we review our day.
Is it just a coincidence that the worst managers usually blame their employee turnover on pay? Not enough staff? HR recruits ineffective workers? That leaders see employees’ reasons for leaving as every possible one but themselves? I think not.
The answer is “yes”, according to a new SHRM study that covers the overall impact of managers on employees’ mental health.
What is the best two-word description for recruiting today? Doom Loop “a painful cycle of decline”. The recruiting doom loop can be overcome with proven smart retention practices.
CVS and Walmart announced last week they would cut pharmacy hours “in the midst of a pharmacist shortage.” There is a “canary in the coal mine” situation happening here.
This discussion should be especially interesting for anyone charged with reducing turnover. First, We Should be Calculating Turnover as Dollars Not Percentages Our company’s Finnegan’s Arrow model is the spine for each of our retention solutions. It’s the starting point…
Companies that believe retention is based on pay, benefits, or any other traditional reason are dogs chasing their tails. They will never out-pay their competition for talent…but they will irritate and lose top performers by constantly raising starting pay without addressing pay compression for others.
PBS News released a new study last week and it reads like the same-old talk. Quit reasons include “young-people” rhetoric, reduction in hours or benefits, options to work remotely or for more flexible hours, relocation, lost their jobs, and of course the old standard, “better opportunity”. Here is a wake-up call regarding the real reasons employees are leaving.
How would your CEO rate employee turnover as a priority? “Very important” is easy to say…and easy to see. But the question is precisely how much does employee turnover impact every single aspect of our businesses? The answer to this question is critical because each organization determines how committed it is to cutting turnover.