Losing Staff
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Losing Staff

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This topic contains 1 reply, has 2 voices, and was last updated by Avatar of Aaron Aaron 7 years, 11 months ago.

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    Avatar of jmcomma

    I have a small store. I can’t hold on to staff. I hire somebody and they quit in a few months. Can anybody give me some pointers on how to keep staff?  I think I’m a good boss.

    Avatar of Aaron

    The age-old question “how do I keep my staff” still troubles business owners and HR administrators to this day.
    Unfortunately there is no unified solution to this problem,  as conditions of employment vary from company to company and across all industries.  More often than not,  perfecting your company’s tailored approach to turnover will be an ongoing effort, and a difficult one at that.  I have however outlined some key examples of what companies look for when attempting to mitigate against the loss of staff:
    1)  Hire the right candidate for the job.  Rushing into hiring a job applicant based on gut-instinct or limited information could prove to be disastrous down the road. The job application process at your company should be both thorough and relevant to positions you are hiring for, and, those who administrate the interviews should have a strong understanding of the job requirements. 
    2)  Score yourself against the market.  Review any available market data on comparable companies in a similar industry to your own, and determine whether your compensation and/or perks are set to compete with the market.   An employee who feels they are receiving “fair pay” for equal work is less inclined to jump ship, notwithstanding matters unrelated to pay.  For employees with transferable skills that feel they are being underpaid, don’t be surprised if they start looking elsewhere!
    3)  Empower your employees.  Nobody wants to be stuck at a dead-end job that they have no control over, and cannot grow from.   Managers can help promote job growth and empowerment by modifying job tasks, and developing job-planning objectives for their employees.  Asking for feedback during performance evaluations can also help to reveal whether an employee is happy with their current position, or whether problems are arising.  Listening to your staff and providing changes where necessary also signals to them that their concerns are not falling on deaf ears.
    4)  Keep notes, and use them.  It is very important to document the reason each employee leaves your company.  Correlations therein can help determine areas that require improvement either departmentally or company-wide.  Also, supervisors that notice warning signs that an employee is not happy should address the issue, and document it.  Building data on your employees’ concerns can help managers prevent recurring problems, and retain talent.  
    The costs of recurrently losing staff can be quite taxing on a company’s resources, both with respect to employee down-time during training,  and by the sacrifice of employee knowledge  and quality of performance.  If you find your business is lacking in the implementation of any of the above suggestions, it may be advisable to give them a try.  At the very least, it doesn’t hurt to ask your employees about their experiences with your company.  This can be in the form of an anonymous feed-back box or in a casual environment such as an office barbecue.   Understanding your employees’ problems is the first step any manager can take to preventing them.

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