Keep­ing staff happy

The Advertiser - Careers - - -

EM­PLOYEE turnover is pre­ventable if em­ploy­ers ap­ply a ‘‘lit­tle com­mon sense’’, a com­mu­nity em­ploy­ment ad­viser re­veals. Com­mu­nity Busi­ness Bureau Salary Pack­ag­ing gen­eral man­ager Daniel Perkins says the costs of re­peat­edly hir­ing and re­hir­ing can be stag­ger­ing for busi­nesses which ex­pe­ri­ence high em­ployee turnover.

There are key ways to keep good em­ploy­ees from be­com­ing dis­en­chanted, he says.

‘‘With a lit­tle com­mon sense and ap­pli­ca­tion of the fol­low­ing guide­lines, re­duc­ing em­ployee turnover should be well within your grasp,’’ he says. His guide­lines are: Re­spect for staff – show ap­pre­ci­a­tion: ‘‘Em­ploy­ees rarely hear from their em­ploy­ers when they are do­ing their job right,’’ Mr Perkins says.

‘‘Be spe­cific, en­cour­age em­ploy­ees bytelling them how much of a good job they are do­ing.

‘‘If you do that, they will be more likely to ac­cept words of ad­vice on how to im­prove their work later on.’’

Re­source and equip staff: ‘‘In­vest in staff devel­op­ment and train­ing,’’ he says. ‘‘A devel­op­ment plan for each em­ployee should con­sider what each staff per­son wants to achieve per­son­ally.’’

Di­ver­sify: ‘‘Hav­ing em­ploy­ees who know more than just their own job ben­e­fits you and them,’’ he says.

‘‘If you lose an em­ployee, you have oth­ers who can step in and take their place.

‘‘If a po­si­tion gets phased out, the em­ployee can move to a new area with the skills they have acquired.

Recog­nise and cel­e­brate per­for­mance and team suc­cess: ‘‘Give awards and re­wards for achieve­ment,’’ he says.

‘‘How­ever, stay away from in­cen­tive pro­grams that pit em­ploy­ees against one an­other, as the re­sult­ing com­pe­ti­tion can yield ten­sion and bad faith.’’

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