2. Good Versus Bad Turnover: Making the Call
Everyone agrees with the concept of good turnover and bad turnover. But as the HR pro reporting on it, you have to dig into all the termination scenarios to know which is which. And there are probably hundreds of variations. Here’s how to start sorting.
3. The Turnover Myth
Minimizing churn has long been an article of faith for many workforce executives, but others actively manage turnover for maximum financial return. They drive it up when it is too low, push it down when it is too high, and understand its true costs and benefits.
Your recruiters, trainers and managers all share responsibility for retention.
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Dear Workforce:
New employees in our company undergo a six-month probationary period. During
this period, some employees may decide to discontinue working for us. How do we
determine an "acceptable" rate of attrition for new hires? If they leave after
only three months, should we assume this is because of faulty recruiting?
Conversely, if they depart after four/five months, should we evaluate our
training? Finally, what if they leave after six months: Is that a reflection on
their direct supervisor?
Please help us understand how to interpret the meaning of our rapid turnover.
—Can’t Keep Them, senior team leader for talent acquisition,
finance/insurance/real estate, New York
Dear Can’t Keep Them:
Let’s face it: Sooner or later, everyone terminates their employment. But
companies cannot afford to be cavalier about turnover, especially when it occurs
before the employee has had a chance to be productive.
With early turnover, the recruiting process, your training program and the
manager’s coaching generally share the responsibility. The investment you make
in filling a position—simply the recruiting and training costs—goes down the
drain when a new hire leaves. So understanding and addressing the causes of
early turnover will have a definite impact on your bottom line.
Here are three steps HR should put in place to improve retention of new hires:
Conduct an exit survey after each termination. Use the sample exit survey
attached as a template. Be objective and take the employee’s feedback seriously.
Track and analyze the information to see where you have the greatest opportunity
for improvements. Share your findings with senior management. Click
here
to download a
template for a sample exit survey.
Be realistic and truthful throughout your recruiting process. You should match
the needs of the organization to the expectations of the new employee. Don’t
oversell the job. The employee who evaluates the pros and cons of your offer is
more likely to have a positive experience and long-term employment relationship.
Strengthen your onboarding process. Implement a "countdown 8-7-6" program, as
follows: Check in on day one (8 hours) to be sure the basics are in place …
phone and computer are hooked up, office supplies and business cards are
available, etc. Make sure the employee has a "point person" for questions and
that the supervisor has welcomed the employee. Check in again at a week (7 days)
to be sure the employee has been introduced to key team members, as well as
internal and external customers. By now the employee and supervisor should have
discussed preliminary goals and initial training needs. Check in again before
the probationary period is over (6 months) to address early performance issues.
Be sure the employee and supervisor have established a healthy bond. Intervene
with coaching, if necessary.
SOURCE: Patsy Svare, managing director,
the Chatfield Group, Northbrook,
Illinois, February 13, 2009
LEARN MORE: Convergys has used an
analytical approach to identify programs that
keep employees faithful.
The information contained in this article is intended to provide useful
information on the topic covered, but should not be construed as legal advice or
a legal opinion. Also remember that state laws may differ from the federal law.
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Dear Workforce:
Dear Can’t Keep Them: