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5 Ways to Reduce Employee Turnover in Your Company
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The last thing any company should want is revolving door syndrome, better known as employee turnover. According to the Bureau of Labor Statistics, the national turnover average is 20%, which is very high. Turnover is a major problem, because not only does it show you your employees are leaving for better opportunities, but frequent turnover can be insanely expensive. Much research suggests the cost of turnover is about 30% of the employees compensation when they leave. The company must find a way to keep up with the loss of the employee, while also posting jobs, interviewing, hiring, etc., all which cost money.

Although turnover is financially expensive, the greatest cost is lost productivity. With employees constantly leaving your company, there is a loss of morale. There will be constant training which is beneficial, but not when the door is constantly revolving. The trainings are taking up the time that employees could be working.

If you are experiencing high turnover in your company, it is time to reevaluate how your business functions. If you don’t know where to start, this blog is for you. Here are five helpful tips to reduce employee turnover:

  1. Have a Well Defined Intensional Culture

    Hire well to obtain the people you need that will be ideal for the job. Instantly connect them to the culture through an onboarding process. This includes trainings and meetings where you get to know them more on a personal level, and find out how well they fit within the company. During the process, establish the mission of the company and connect with them, even before the I9 and W2 paperwork is filled out.

  2. Provide feedback

    It is important to provide both positive and critical feedback about their progress. This should happen regularly, at least once a month if not more. Make it a priority to schedule a touch base to let them know how they are doing and what you are pleased with, and give them a few things they can work on.

    Keeping your employee in the loop of how they are doing is beneficial. You never want them to be surprised. Annual reviews may leave them in shock about their performance if you only report to them during this time. Doing this gives them no time to “hit the mark” during the year. Frequent reviews will help employee correct themselves.

  3. Invest in Development

    You want to make it known to your employees that you want them to grow and succeed as professionals. You can do this by letting your employees go to conferences, hold discussion groups, let them join associations, etc.

    The other half of how we invest in learning is to give them opportunities to learn new skills through hands on work. You can do this by training them on a new software, or helping them learn a new trade, such as photography, if it is beneficial to their occupation.These are all good examples of growth and development.

  4. Value Their Opinions

    Give employees opportunities to be involved and to voice their opinions. Some employers struggle with this, but we have to remember to utilize peoples experience. Their experience and expertise is why they were hired in the first place. They should feel confident to speak up about certain things that would be beneficial for the company. Maybe they have a suggestion for a new software or piece of equipment that would make jobs easier. This lets your employees know you value them, and there aren't just leaders making all of the decisions inside a “vacuum.”

  5. Set Clear Expectations, and Hold People Accountable for Them

    Make sure people know their roles and their goals. Your employees should never have to guess what their job is. Establish what responsibilities are theirs right away, and do not change them unless they are properly notified. People want to be held accountable for their actions so they know what they need to get done. You can do this through deadlines, product quantity goals, money goals, etc.

    While you are trying to reduce employee turnover in your company, it is important to keep the 10 Keys in mind, specifically Keys 1, 4, and 5.

1. Supporting Growth—Providing support for employees’ personal and professional development.

4. Expecting Excellence—Setting high expectations for employees.

5. Requiring Accountability—Upholding and reinforcing individual responsibility to the organization.

By using these 5 tips and the 10 Keys, it will be easier for you to lower your employee turnover rate. You can now better understand the things that make employees want to stay in a company, so you can cure the revolving door syndrome once and for all!


Danielle McLaren
How to Interact With Staff on Your First Day as A Supervisor
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A promotion is something to be proud of, but making the change from a frontline employee to management can be a major adjustment.

You are most likely very excited for your new role (which you should be), but also feeling nervous about the new responsibilities that come with being in a leadership position.

As a supervisor, you are there to guide your team in the right direction towards success in the company. This being said, you will be working very closely with your employees, and it is vital you build a strong working relationship with them.

*Always remember: relationships equal results.

Giving your new staff a good first impression will help you set the tone for how you are as a leader. In order to do this successfully, you must do some pre-first day preparation. You can start this by answering the following questions:

“What does it mean to be a supervisor?”

“Do I understand my new role?”

“Do I have the proper training for my new role?”

“What do I expect from my employees?”

“What do they expect of me?”

It is important to be the perfect balance of assertive and collaborative. You never want your employees to think they need to walk on eggshells around you, but don’t give them the idea that you are not prepared to be in management. Establish that you are confident in your ability to lead, but in a way that lets them know you are enthusiastic and are there to help them. You never want to give your staff the idea that you are aggressive or permissive.

It is never too early to start building your relationships

Get to know your employees on the first day. It is never too early to start building your relationships with them. Strong communication is key to establishing those relationships, so start off the day with an old school get to know each other chat session. Start by asking your team questions that will help you learn their strengths and weaknesses. Remember to ask more, and tell less. Let them do the majority of the talking at this point, which assures them you are good at listening and they will feel comfortable coming to you in the future.

After you get to know your new team, they now need to learn about you. Tell them about yourself as an individual first. Share basic information such as where you are from, your hobbies, favorite food, etc. This helps them imagine you are a REAL person, not just their boss. Then, start to introduce yourself as their supervisor. Share clear expectations right away. Let them know what you expect from them, and tell them what they can expect from you. Establish that you are there to support their development and growth. Share with them that you are going to provide them with support and feedback and that you are there to help them be successful.

As a leader, your main goal should be to get your employees to do what you need and want them to do WILLINGLY (keyword here). They should respect you enough to want to accomplish all the tasks that you are giving them. Establishing effective communication and strong relationships with your team will help you accomplish this goal.

As you are preparing for your first day, keep in mind the 10 Keys. They will help you stay focused on the kind of supervisor you should be and what you should expect from your employees. For this circumstance, specifically remember Keys 2, 4 and 6.

2. Uniting Your Team—Building a culture of care and concern among and between employees.

4. Expecting Excellence—Setting high expectations for employees.

6. Valuing What You Believe—Linking employees’ actions/behaviors to organizational values—building a healthy culture.

Always remember there was a reason for your promotion. You were chosen to move up to management because you are a great employee and have proven leadership skills. Show up on the first day prepared and confident that you are going to make a top-notch supervisor!



Danielle McLaren
How to Approach an Employee Who Doesn’t Respect You
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In the workplace, respect is something that goes a long way.

It is important for the manager to have respect for their employees. It’s just as important for employees to be respectful of their managers. There may come a point in your role as a supervisor where you have an employee who is not respecting you. Having this sort of conflict can not only affect your working relationship with the employee, but the working relationship with other employees and the work that needs to be done.

Addressing this kind of conflict can be uncomfortable for some managers. For others, it may be easier to express how they are feeling towards their employees, but it is important to keep in mind the right and wrong approach to addressing the situation.

One of the first steps before addressing the employee about his/her behavior is to evaluate yourself as a manager. As a leader, this is something you should be doing frequently, a self-check of your own attitudes and behaviors. Think about the way that you would want to be treated as an employee, and evaluate how you, as a manager, accomplish those desired treatments. If you are finding some flaws in your own leadership, it might be best to start changing your actions and see if the employee’s respect for you starts to grow. If it does not, now is a good time to plan a discussion with the employee.

Before approaching the employee with this difficult conversation, developing a plan for your conversation will help prepare you and minimize the emotions during the conversation. First, answer these questions, to yourself, regarding the situation:

  • “What are they doing, specifically, that is disrespectful?”

  • “Why is this specific behavior disrespectful?”

  • “What specific behavior would I like to see instead?”

  • “Why is the preferred behavior more respectful?”

Coming into the discussion with these questions answered will help prepare you for initiating the conversation. It’s also important to provide specific examples of the employee’s behavior of how they are being disrespectful. After discussing their specific behaviors that send the message of disrespect, open the conversation up for them to explain why they may be showing these behaviors.

It is important to keep in mind the right and wrong approach to addressing the situation.

There may be an easy explanation as to why they are acting this way and a simple solution for improving their disrespectful actions. Throughout their explanation, refrain from repeating things you already have expressed. They know the reason you are having the discussion, but don’t be afraid to ask questions. They might be afraid to answer the questions truthfully, but ask questions and reassure them it is alright to express their answers honestly (as hard as it might be for you to hear).

Once you have heard the employee speak out about why they are showing this behavior, the discussion still may not be over. The disrespect from the employee could stop, or the issue could continue. Either way, it is time to evaluate the discussion and assess what issues the employee expressed. It would be beneficial to reflect on the ways their issues can be solved. This may mean you re-evaluate yourself as a supervisor, or even assess the company culture as a whole.

Throughout the entire process of approaching an employee who doesn’t respect you, it is important to keep the 10 Keys in mind, specifically Keys 4, 5, and 6.

4.    Expecting Excellence—Setting high expectations for employees.

5.    Requiring Accountability—Upholding and reinforcing individual responsibility to the organization.

6.    Valuing What You Believe—Linking employees’ actions/behaviors to organizational values—building a healthy culture.

By using the 10 Keys and planning out your approach before initiating the conversation, it can make the discussion a little less uncomfortable and will help you work towards improving the respect of the employee.  


Danielle McLaren