Addressing Turnover in Management

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Table of Contents

Reasons for high turnover
Management policies to address high turnover
Conclusion
References

High rate of employee turnover within organizations affects the general performance of any business entity. This is because high turnover lead to issues such as; low employee productivity, errors from lack of experience, recruitment activity costs, rising costs on training of the new workers both in formal classroom and on-the-job training. Owing to these factors, there’s need for organization managers to focus on the welfare of employees for the purposes of achieving companies’ goals and objectives (Buckingham, 2005, pp 70-79)

Reasons for high turnover

Within the organizational structure and trends in performances lies some of the contributing factors towards high turnover rates, some of these factors include the following;

Low morale within the workplace
Lack of opportunities for advancement or growth
Matching employee’s skills with inappropriate Job group
Inadequate supervision and training (Nadler and Wiggs, 1986)

Management policies to address high turnover

Training needs should be identified by examining the manner through which employees carry out their day to day tasks. It is also necessary to consider the opinions of the employees concerning the same issues for the purposes of improving the overall performance level.

Organizations’ goals and objectives in relation to their present and future position will be examined, including the financial performance. Managers will be able to identify human resource development needs through observing how they apply certain skills like typing and data entry (Buckingham, 2005, pp 70-79).

Employees will be exposed to forum presentations in order to determine on their proficiency in language use. Each employee will be monitored through the management’s computerized system for the purposes of identifying their areas of weaknesses, hence subjected to appropriate training (Anderson, 1994, pp 23-28).

The possible actions the management can use to address the high turnover include:

Offering Supervisory Support
Offering opportunities for Career development
Introduction of reward scheme
Embracing internal promotion (Yoon and Lim, 1999, pp 923-945).
Interviewing existing employees and staff focus groups will be carried out on current employees and those who are still working respectively so as to get valuable and reliable information concerning the high number of employees quitting their various positions. Supervisors could also be required to give explanations why employees leave since they are close enough to the workers hence could understand or note any contentious issues affecting performances (Holton et al, 2000).
Managers will be required to develop and critically analyze employees’ turnover reports. These will help them get the root cause for the mass turnover.
They should first of all look at the Companies working environment and consequently look at the strength and weaknesses of the organization (Holton et al, 2000).

Conclusion

The organization will use one of the learning institutions for training purposes. Managers will be allocated sufficient time for training depending on the resources available. After the induction, both practical and written test will be given to individuals before being fully accepted. One of the steps to be used in addressing turnover is to gather enough information on the issue, then come up with broad perspective on how to reach the solution.

Managers as well as employees are required to have a copy of the company’s rules and regulations.

References

Anderson, G. (1994). A proactive model for training needs analysis. Journal of European Industrial Training, 18 (3), 23-28.

Buckingham, M. (2005). What great managers do? Harvard Business Review, 3, 70-79

Holton, E., Bates, R. & Naquin, S. (2000). Large-scale Performance driven Training Needs Assessment: A Case Study. Public Personnel Management, 2 (29), 249– 268.

Nadler, L. & Wiggs, D.G. (1986). Managing Human Resource Development. Jossey-Bass, San Francisco; CA.

Yoon, L. (1999). Organizational support in the work place: The case of Korean hospital Employees. Human Relations Journal, (1), 923-945.

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Addressing Turnover in Management

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