Steps to pre­vent turnover

Winnipeg Free Press - Section H - - FRONT PAGE - BAR­BARA BOWES

WHEN was the last time you sat down and re­ally thought about the rea­sons for high turnover within cer­tain de­part­ments and jobs in your or­ga­ni­za­tion?

Many times when you ac­tu­ally do take time to ex­am­ine the is­sues re­lated to turnover, it’s lim­ited to an anal­y­sis of things like in­ter­per­sonal conflicts or poor man­ager-em­ployee re­la­tion­ships. For some rea­son, man­agers don’t want to ad­mit that per­haps their cor­po­rate com­pen­sa­tion is not meet­ing mar­ket rates.

When a man­ager and an or­ga­ni­za­tion fi­nally ad­mit their salaries are low, they of­ten try to jus­tify it by pro­nounc­ing that of course, any po­ten­tial can­di­date “worth their weight” would not be at­tracted sim­ply by money, but rather they are more in­ter­ested in the val­ues of the com­pany, the vi­sion for the fu­ture, the chal­lenge of the job and/or the pro­mo­tional op­por­tu­ni­ties. There­fore, with this type of rea­son­ing, noth­ing is done about salaries and turnover con­tin­ues.

Fail­ing to ac­cept that com­pen­sa­tion does have an im­pact on one’s abil­ity to re­cruit and re­tain staff is def­i­nitely faulty think­ing. Salary does in­deed play a key role in at­tract­ing, mo­ti­vat­ing and re­tain­ing em­ploy­ees. Other than hav­ing to phys­i­cally move geo­graphic lo­ca­tions, my ex­pe­ri­ence is that the is­sue of salary and ben­e­fits is def­i­nitely one of the key rea­sons why peo­ple will leave an or­ga­ni­za­tion and change em­ploy­ers.

Yet, en­sur­ing you are pay­ing a com­pet­i­tive salary is not as sim­ple as it may ap­pear to be. In fact, em­ploy­ers need to do more than cre­ate a salary that is com­pet­i­tive in the lo­cal mar­ket­place, they need to de­velop a com­plete com­pen­sa­tion strat­egy that is fair, stan­dard­ized, in­ter­nally eq­ui­table for all em­ploy­ees, easy to ad­min­is­ter and easy to ad­just. Now, this takes plan­ning.

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