Belgrademitch
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Treat them with respect and pay them well and just in general treat them the best you can and not everyone will stay but that will help |
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Pilpil
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1.0 Strong leadership and management team.
If the captain of a ship is not very competent, can a ship go far?
We can change the crew or upgrade the ship but ultimately, it is the captain that sets the pace. The management team sets the culture. So if there is a high turnover, it is not the crew's fault. High turnover is a symptom. The root cause is poor management.
2.0 Get employees involved in company decisions. It will make them feel important.Walt Disney company was and is successful because they have a notice board and when the company wants to implement something, they encourage the employees to provide their ideas.
3.0 How to know if it is management's area that need to be looked into?...conduct a survey with the employees. Condition is that managment must be prepared to receive critism. Michael Gerber mentioned that from his experience, all the successful business owners has a distinct pattern from the not successful owners.
The successful ones are constantly learning and growing. The unsuccessful ones are those busy defending what they know. |
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sanvi
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Pay more and give good treatment to the staff automatically he will stick on that job . No worries he will take care of business and he will help lot of ways savings the cost cutting charges. |
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Himiko
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pay well, benefits and respect. |
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Eddy
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Studies show that work environment is the most important to employees. It must be a positive one. It also depends on the job type too. Some jobs have high turnover by nature.
I was the manager of an operation with extremely high turnover. We figured that if an employee stayed 90 days, we had broken even. However, we were losing half our employees in the first few weeks. We started charging an application fee and instantly people were staying the whole 90 days. You can even offer to return a portion of fee if they do stay. |
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cope_acetic
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By paying well, providing good benefits like health & life insurance, retirement funds like 401K, and by showing your appreciation in small ways....like donuts every so often, company picnics, incentive rewards & things like that. |
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Sandra F
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Employ older people, they don't tend to move around as much as Gen Y and have so much more to give to your business. Gen Y wants everything now and is always looking for the next best job and will move on often. You may pay a premium for older staff, but it's better for your business in the long run. |
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jdkilp
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Good pay, good benefits, good opportunities, good working conditions. |
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Dumboo
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By encouraging & giving value to your staff by means of good reward, policy structure of the company, staff development plans should be introduce in company, regular trainings, annual excurssion trips for family, leaves and bonuses.
There are numbers of organisations doing best practices in their organisation.
It is really a hot topic for employers and organisation's HR department to coup up with this kinda of matter.
Sometime people do not have attitude to stay and work in one place...they don't want to stuck on one place and they get bored from one routine job. So they try differenet kinds of jobs to do things differently. Some people wants to learn new things so they move on and on.... |
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Fembot138
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Consider what makes a good work/family life balance - Good wages, benefits, vacation, flex-time, be open to input and suggestions.
Google is the #1 Best Place to Work for 2007, check out what they do:
http://money.cnn.com/2007/01/05/magazines/fortune/Search_and_enjoy.fortune/index.htm |
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happywjc
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Pay them a fair wage or even better! Show them some respect and make them part of the team! Being polite is'nt a sign of a weakness, its nornally returned! The company I work for does nothing but make it a hard place to be, and then you work!!I work on 3rd shift, no bosses very little BS |
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r2mm
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The trick is to balance the company's needs and the employee's individual needs. Create a good working environment where people feel valued for their contributions to the company and for themselves.
It helps if supervisors are friendly enough with their subordinates for the subordinates to be comfortable bring up problems, but not so friendly the employees take it personally when a reprimand is given (I know, an incredibly tough balancing act). Be very aware of body language. Sometimes it isn't what you say, it is your facial expression or the set of your shoulders.
Don't play the blame game. Understand mistakes happen, but make reasonable perfection the goal. Treat employees like adults, with respect and trust, but enough oversight to catch problems before they happen.
Find out what motivates each individual: for some it is money and/or benefits like insurance and vacation time, for some it is recognition by peers, for some it is feeling there is room for promotion, for some it is making a positive difference in their life or the world, for some it is work/life balance. |
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Harsh Jharia
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pay them good salary... in time... and be humane to them... |
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jack of all trades
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Pay them well and treat them with respect. |
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Chef Frisbee
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Treat them with respect
Pay them what they are worth
Hear them out when they have an idea - it may be one that makes the entire company a lot more money
If it does - REWARD them for it - not just financially, but with more responsibility and a public recognition.
Be empathetic to their personal life and understand they have one
Be willing to put in the hours and do the work you expect them to do, be willing to chip in if things get overwhelming |
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halestrm
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Employee rentention is a tough one. You need to reward good work while understanding that you don't want every employee to stay around.
One of the things we did was start having monthly classes at the business. Mostly they were for the employees who had been there a while AND were interested in moving up. We brought in a trainer and studied ideas like the ones in "Who Moved My Cheese" or sent them to classes from Franklin Covey and others.
Have a decent beni package. Do you have insurance, tuition reimbursement, personal days, etc? We didn't offer vacation and sick days, all the days were personal days so that no one had to lie and say they were taking a sick day just so they could go ski in the winter.
Also, every time a sales rep got a compliment relayed to management they got a chance to go to a numbered board. Every number had an evelope that contained a prize. Some were small like a coupon for McDonalds but some contained a $50 bill.
For admin personnel we set up a race track. Every month the employees would set goals to meet. If the met the goal, they moved forward. ALSO, every employee was given "Thanks" cards. These cards allowed employees to recognize each other. For instance, Jane goes out of her way to help Fred with his project. Fred would give Jane a Thanks card that stated her name and why she was getting it. Every thanks card moved employees further along the track. Once an employee crossed specific points on the track, EVERYONE got breakfast or lunch. At other points they earn money or prizes.
The race track and Thanks cards were the fav. of the employees. I know this sounds a little confusing, and I am sorry about that. If you need me to explain in more detail, feel free to email me.
Good luck |
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