A Manager's Checklist to Reduce Turnover-Part 2
This is part two of a two-part series. To read part one, click here
A Forbes.com article in May 2018 about turnover outlines 18 tips from human resource pros regarding their best defense against turnover. Looking through them, it is clear that the biggest impact one can make on their employee turnover rate is to invest in the leaders and managers.
Two weeks ago we covered ways that managers can develop their employees, and this week we have compiled a list of questions managers should be asking themselves and of their management when it comes to reducing turnover.
Do employees feel as though they have been offered a career opportunity with room to grow and rise up within the ranks; or have they simply found a stopgap to pay the bills until something better comes along?
Is Employee Appreciation Evident in the Club’s Culture?
Are you recognizing your employees for a job well done, both individually and as a team? Acknowledging when an employee or group of employees goes above and beyond does wonders for employee morale and serves to motivate others to strive to do their best
Are Employees Provided Job Stimulation, Security, Compensation
Do your employees feel fulfilled in their role and as though they are an integral part of a team? Are your employees aware of how both growth and attrition of membership/customers affects their job security?
Do Managers and Leaders ‘Walk the Talk’?
Meaning, do the managers proactively model the behavior they want to see? Do they listen to employee feedback with the intention of improving processes, upgrading the employee experience, or identifying ways to reduce turnover from exit interviews?
Are Managers Demonstrating They are Engaged Leaders and Supporting Employees’ Growth Goals?
Are managers and leadership offering a career path with clear company expectations to move forward in their development? The HR pros offered low-cost online learning as a method to provide ongoing training. We tend to agree that online training, such as RCSU,is a fantastic method to keep employees engaged and energized while also supporting their growth goals. ;)
Are managers showing empathy for employees and their needs/goals/growth desires? Do employees feel as though their club is invested in both their members and their employees? After all, the people who spend the most time with your members and customers are typically the employees. Do employees who leave the club/company feel as though they are leaving behind more than just a job, but a part of their family?
Are Employees Taught How and Encouraged to Make Empowered Decisions?Are managers instilling a sense of trust in their employees and the decisions they make when it comes to their day-to-day job function? Trust is a key component in a motivating work environment and will provide a strong anchor to the job for the employee. Empowered employees must know the club/company mission, vision, values, and goals. Has this been communicated in order for the employees to use their critical thinking skills?
Generally speaking, managing an employee is not much different from the basics of fostering any relationship—if you are able to keep an open line of positive communication, value your employees and support them in their endeavors, you have found the key to reducing employee turnover. What questions do you find yourself asking yourself in order to ensure that you are managing your employees the best you possibly can?
Whitney Reid Pennell, president of the RCS Hospitality Group (formerly Reid Consulting Services) is a celebrated management consultant, educator and speaker. RCS, the creators of the Food and Beverage Boot Camp™, specialize in operations consulting, strategic planning, food and beverage management, and training programs.
For more information, phone (623) 322-0773; or visit the RCS website at www.consultingrcs.com.