A Tool to Train Supervisors to Reduce Turnover and Increase Retention

--Know your turnover rate. The first step in dealing with retention issues is to know whether there's really a problem. As the program points out, a certain level of turnover is normal and even beneficial, as it brings new perspectives into the workplace. However, if turnover exceeds the national average of about 20 percent per year, or is much higher in a given department than the company in general, "it can be a sign of a deeper problem that you need to address," says the program narrator. The program teaches supervisors the proper formula to find the turnover rate.
--Know the costs. The program explains both direct and indirect costs of turnover, so supervisors more completely grasp the importance of the issue.

--Know the reasons. Key tools for determining the reasons for turnover are exit interviews, questionnaires mailed to former workers, surveys of current workers, and just simply talking with your people. The program supplies a list of key questions you should ask exiting workers. These include:

--What did you like most, and least, about working here?
--How well do you think your pay and benefits stacked up against other employers?
--What additional training would you have wanted?
--Were you adequately recognized for your accomplishments?
--Would you recommend this company as a good place to work? Why or why not?

A supplementary handout then asks supervisors to use the question list in a role play. --Develop a retention strategy. Supervisors are asked to gauge the extent to which their attitudes and practices supply these key elements of retention:

--Hiring to fit the job
--Appropriate orientation ("What employees experience in the first 90 days often determines if they leave in months or stay for years.")
--A safe and team-oriented workplace and adequate resources ("training, tools, and time to do a quality job")
--Fair and consistent management
--Ongoing feedback and recognition, even for the smallest achievements

Supervisors are then supplied with ideas to develop attributes they may be lacking.