What are the causes of turnover in a company and what can be done about it? As a business owner, you are focused on keeping your business running profitably. As you break down the causes of the issues you face, it comes down eventually to the people who work for you. Are they the right fit? Do they do the job they are assigned to do? How well do they do their jobs and accomplish what has to be done in a timely manner?
There are 5 major obstacles that prevent building a successful work force. If you don’t solve these problems, you might be able to survive, but it takes a different approach to thrive and grow properly.
The 5 HR and management “pain points” that generates turnover and decrease profitability:
- I can’t find enough candidates when I have a job opening.
- I can’t seem to hire the right person for the job and who will fit in my company.
- I need my new employee to get to work right away. I hired them because they said they knew how to do the job, but they are making too many mistakes. I am not so sure I made the right decision.
- It takes a long time to get my new people to be a part of my team; if ever. There are too many issues with other employees and sometimes with my customers. I spend too much time correcting past problems, rather than moving forward.
- After I spend the time and money, too many of them leave. They just don’t want to stay. I have to start over again. It is costing me a fortune every year, and I don’t know what to do to make it better.
The solution is found in a system called S.O.A.R. ®. The more you develop your people, the greater your profitability in the end.
- Selection – Hiring the right person for the job.
- There are 2 significant “pain points” in this step. First, how to find enough qualified candidates; and second, how to select the right person for the job.
- The TalentValue Selection system is built and designed to identify the key crtieria for the job, and then deliver to you the best candidates that match those criteria. Why pay for “hits” on a web site when you really want to talk to candidates?
- Too many times you hire for the skills you need, but didn’t hire for the right behaviors that actually determine what makes your best people truly successful. This occurred because you didn’t have the appropriate tools to know how to determine the right behaviors you require for the job, and then to be able to match the best person to those job behaviors that define success on the job.
- The key to selecting the right people for a job is to use a behavioral assessment customized to the job and the behaviors leading to success. Skip this step, and the information the assessment provides, and you are guessing, The pain that comes from avoiding these assessments is a poor job match and a weak fit into your culture.
- Orientation – Effectively and Efficiently “ramping up” the new employee
- The third “pain point” is the assumption the new hire will know how their job is done in your company and the rules they need to know to be effective.
- All new hires start with limited knowledge of how to apply what they know from their past into this new company and situation. The result can be a confusing start and miserable employee.
- There is a difference between on-boarding (setting up their salary and benefits) and a good orientation that teaches the new hire how to make best use of their past skills. Each person needs to be given the time with a planned “ramp-up” into the job, instead of a brief introduction on the first day before they are “dumped” into the tasks.
- This step requires a new hire “instruction manual” or a learning checklist to detail the precise way the job is done in your company and your success expectations; both technical and behavioral. Management needs to be clear in communicating exactly what is required, when it is required, and why it is necessary to accomplish this task.
- The behavioral assessment will provide you, and them, with a guideline for how to teach them and maximize their productivity.
- Assimilation – Integrating new employees into the culture of the company
- The fourth “pain point” is the assumption that employees know how to become a good team member. Why do you assume that the supervisor, who is a technical expert, is also a good trainer? Are they, or you, a behavioral expert? Not usually. Everyone has so many things to do each day that they avoid dedicating the time to share as they should.
- This requires a good performance and development plan for each employee so the new person can take responsibilty for their own growth in the company. What do they need to learn and where do they go to get this information? It is important to be aware of how fast they learn because not everyone learns at the same pace.
- Team building is understanding how people work together. It is knowing what behaviors are acceptable and which are not. The sum of each person’s behaviors is the description of a company culture. The behavioral assessment will provide a roadmap for getting everyone on the same page.
- Retention – Stopping the turnover. Keeping your best.
- Retention is a result of good leadership. After you spent all that money and all that time, your new employee may decide to leave, or worse, the lousy worker might decide to stay; draining your resources. Then, it costs you even more time and more money to finally get them out. This is the “ultimate” pain point. Use the TalentValue L.E.A.D. system. Become a better leader and retain your best.
The 12 Lessons of Leadership
- Leading – Leaders provide clear and understandable direction and support each and every time to every person with whom they deal.
#1 – Decide where you want to go
#2 – Customer Back
#3 – Know your business
2. Educating – Leaders allow their people to grow and learn by developing a challenging and creative workplace. They communicate more rather than less.
#4 – Communicate your message clearly
#5 – Learn something new each day
#6 – Courage to tell the truth
3. Appreciating – Leaders need to appreciate and recognize people for the job they are doing; They say thank you for a job well-done
#7 – Relationships, not transactions
#8 – Passion and Enthusiasm
#9 – Discipline
4. Dollarizing – Leaders make sure that their people know they are accomplishing something important. Their people know it is worth the effort they are putting into the job. Dollars are the storehouse of value. Dollarizing puts a value on what we are accomplishing.
#10 – Do it now!
#11 – Persistence
#12 – The power of one person
If you want your people to S.O.A.R.®, Management needs to L.E.A.D. ™