Gannett News Service
Managers hold most of the keys to keeping the right talent, according to F. Leigh Branham, author of "Keeping the People Who Keep You in Business."
According to Branham, about 50 percent of employees’ levels of job satisfaction is determined by the quality of their relationships with managers. However, because most firms place the task of employee retention in the hands of human resources officials, many companies are floundering when it comes to keep good workers from leaving their firms.
Branham offers three ideas on employee turnover:
Reducing turnover starts with commitment.
Organizations that achieve the most dramatic reductions in turnover usually are those where the top executive or owner makes it a priority. Even when the top executive is not committed, however, one committed manager can still make a difference.
More money is not the silver bullet.
Talented workers want to feel they are being paid comparably to what other companies pay for similar work in the industry. They also care about being paid equitably with others in similar positions. "When these two conditions exist along with interesting and meaningful work, acceptable working conditions and good management practices, the prospect of making a little more money in another organization where these ... factors are unknown is usually not enough to pull the employee away," Branham said.
Some turnover is desirable.
If all employees stayed, most would be near the top of their pay ranges and salary expenses would be high. In addition, new employees bring new ideas, approaches, abilities, and attitudes. They keep firms from becoming stagnant.
