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Figure out why employees are either leaving or anticipating leaving. Usually when an employee resigns, they are quitting their supervisor, not necessarily the company.
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Hold managers/supervisors accountable for ensuring that employees have a clear professional growth plan that is monitored consistently.
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Make certain your company stacks up with the competition.
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Eliminate or modify grandfathered “old school” practices.
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Analyze your compensation to identify where you may fall short and determine if job descriptions are flexible enough to enable employees to grow and develop.
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Design retention training for supervisors and managers based on re-recruitment strategies.
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Develop a system whereby the human resources department conducts telephone follow-up with new hires in 30-, 60- and 90-day intervals.
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Consider building cross-training programs for employees to support professional development while also reducing turnover.
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Encourage employee input via electronic message boards, bulletin boards, suggestion boxes, etc. Remember that employees want to be heard and appreciated.
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Use live videoconferencing at locations that lack a physical human resources presence. Many companies have begun using videoconferencing to conduct meetings, interviews, presentations and other forms of relationship building.
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Questionnaires can be effective if used in good faith and as long as you follow through on any implied actions.
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At locations where human resources does not have a presence, designate an existing employee or manager as a human resources liaison and equip the person with tools and training to address on-site retention.
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