[micsampip]

  Hello again,

I hope I am not getting on anyones nerves yet but, having read many of the posts on this site regarding staff turnover rates, I wondered if anyone had any ideas or schemes they have used which increases retention rates with employees - i.e. bonus schemes, promotion, employee of the month.

Thanks again for any comments,

Lisa 

[Mike_Boxall]

Hi Lisa

I think we spoke recently didn't we?

The key is finding the right person in the first place and looking after them. If you pay good rates and make them feel like an important part of the business they'll want to stay with you. (but it is easier said than done!)

An attendance bonus is certainly something I would introduce from the start to improve reliability. I would pay 10% of their hourly rate as a monthly bonus if they completed every shift. There may be occasions where people are genuinely not able to work and you may want to give them the benefit of the doubt the first time it happens but you'll soon be able to recognise whether they're pulling a fast one or not.

Keep in touch

Regards

Mike

 

[Mike_Boxall]

.........how about keeping a note of the date they started and give them a nice bottle of wine on thier 12 month anniversary. Monetary bonuses can be a bit impersonal. Make them feel really important - they are!

[micsampip]

  Thanks for the advice Mike and yes we did talk on the phone last week. I felt very encouraged after our phone call and will be popping in to buy a Henry today.

I had thought about a bonus which could be added to their basic wage. This bonus could be increased after a set period of time to encourage retention and loyalty.

I agree about the bottle of wine. I also thought a day of pampering at a beauty parlour might be nice - don't know if the men would go for it though!!

Lisa 

[windows_chepstow]

There's more to managing and retaining good employees than purely financial rewards.

Being an ex-army staff sergeant, I was lucky in that my organisation sent me on many courses aimed at learning leadership and management.  They say the armed forces in one of the few organisations that is able to take the time to send even junior managers (junior NCOs) or leadership courses.

It's such a huge subject I would recommend you read a couple of books on the subject. 

As a starter though:

You need to know your staff and find out what motivates them.  Start each employee with a good, in-depth initial interview.

Make them feel part of the organisation.  They need to know what everyone else in the company does and what the companies aims are.  Some companies stick up mission statements all over the place!  Including the army!

Don't (if you can) pidgeon hole them into one small job.  Job expansion or job rotation can stop an employee from becoming stale.  Common sense should be applied here though.  If you have an employee doing one task, whose done it for years, and would be upset being moved - don't move them.

Regular Team Building events - even if it's just a couple of drinks - can help you to bind everyone together; and makes it easier for you to get to know your staff.  Not only that, shop talk over a few pints can solve a few problems (too much drink can cause a few problems too).

Regular appraisals.  Have a 6 month 'Mid Year Appraisal' where you formally write a report on each member of staff, let them know their strengths and weaknesses, and thank them.  Then six months on - an end of year appraisal.  Letting each employee know their worth every six months is good management.

Don't do employee of the month.  Pizza Hut do that for spotty seventeen year olds!

[micsampip]

  Thanks for that Windows_Chepstow, believe it or not I was also in the army (3 years Royal Signals), your pep talk took me right back - very refreshing.

I will bear in mind your comments - the rotation idea sounds just the job, as do the appraisals.

I've only ever been in a supervisory position but never really managerial. I would like to get it right and be a 'good boss' - without being a walkover!!

I am trying to put myself in the employees position and imagining what would motivate me. Money, social interaction and variety I think might be the key elements - oh and flexibility.

Thanks again.

Please keep the comments coming,

Lisa 

[Mike_Boxall]

I can't remember ever reading any business books that I didn't think were worth reading but the ones I would recommend to anyone would be the 'In a week' series from the Chartered Management Institute.

They're very concise, easy to read and only about £6 each.

They do have one called 'Staff retention in a week'

Regards

Mike

[Sarah2005]

Definately agree with Windows_Chepstow on Appraisals etc.  I am lucky enough to have been a manager in customer services for some years and am bringing those skills with me to my domestic cleaning business.  I would definately recommend you learn a bit about this Lisa as I have been warned that staffing in our industry is the most difficult area we are likely to be faced with.  If you manage people well and treat them well, they should be happy and loyal staff, it worked for me everytime anyway 

Mike thanks for the tips on bonuses, I like the idea of 10% for attendance     Also I would always give a bottle of wine at Christmas etc and perhaps Birthdays would be nice for staff too    My experience has taught me if you are fair with people, they are usually very loyal. 

Kind Regards

Sarah

[windows_chepstow]

Thanks for that Windows_Chepstow, believe it or not I was also in the army (3 years Royal Signals), your pep talk took me right back - very refreshing.

Lisa, I also to served with the Royal Signals as an attached arm (Headquarters 1 Armoured Division and Signals Regiment, Verden - North Germany).  The Signals were famous for being bad man managers.  A Signaler once told me that when you were promoted to Sergeant you had to sign a piece of paper agreeing to be lobotomised first.  My three years with them agrees with that.

Forget everything you learnt with the Royal Signals about leadership and management.  As for being a 'supervisor' (leader?) and management, an old Chinese proverb says they're both different ends of the same cat.

Honest!

[micsampip]

I will definately search for those books published by the CMI. I have a few by the Chartered Institute of Personel and Development. These are very employee orientated and cover some important legal issues.

Message for Windows_Chepstow. I spent most of my time serving alongside the Royal Engineers and the Infantry and learnt more about animal management than man management!!
Thanks for your help though.

Lisa