Food and Drink International - Winter 2016 Volume 2 - 10

employee retention: by Vicki Swisher

Turnover Tide
How to avoid the top-four turnover traps and retain employees.
low engagement and employees deciding to leave their organization:
1. Poor fit between employee and
company culture.
2. Supervisor is a poor manager.
3. The employee does not feel challenged in their role.
4. The employee doesn't understand company goals and how
they contribute.
Here are 4 tips on how to proactively
address these factors and minimize
resignation letters.

Employee and Culture

W

>> Engaged employees feel a strong connection between their role and the goals of the organization.

What is your employee retention rate for 2016? Are you proud
to share the number? As job opportunities increase and the market favors employees, more resignation slips may come across
your desk than you're comfortable with.
The number of voluntary quits in 2015
was higher than it has been since the
start of the recession in 2007, according to the Bureau of Labor Statistics.
Pair this with Gallup's 2015 finding that
roughly two out of every three employees are not engaged, and you have a
recipe for high turnover in the ranks.
Most organizations use exit interviews as a part of the voluntary
turnover process. Although these
are helpful for tracking trends, ana-

10

lyzing data, and pinpointing areas of
improvement, waiting until your employee is headed out the door to find
out why he is leaving may not be the
most proactive approach.
To get in front of these issues, focus on the root causes that are likely
impacting engagement and retention
in your organization. There are four
key factors - consistent across multiple studies and found in our extensive
work with clients - that contribute to

food & drink international * winter 2016 volume 2 * www.fooddrink-magazine.com

Company culture is a hot topic. There
is the culture that is out in the open -
what's on your website, how you describe your employer brand, etc. - and
then there is the culture of how things
actually get done, how employees interact with one another, and what the
general office vibe is like. It is important for organizations to identify what
behaviors reinforce this culture and
what behaviors run counter to it.
To ensure you're acquiring and retaining talent that will help your culture thrive, articulate your culture in
behavioral terms - ones that employees can understand. For example,
saying that your office has a "customer service culture" can mean different things to different people. But
describing your culture with specific
behaviors, such as "We prioritize
customer calls first" or "We anticipate and respond to team members'
needs," helps bring the culture to life
in a way that is easily understood,
measured and scaled.


http://www.fooddrink-magazine.com

Table of Contents for the Digital Edition of Food and Drink International - Winter 2016 Volume 2

Contents
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Food and Drink International - Winter 2016 Volume 2 - 1
Food and Drink International - Winter 2016 Volume 2 - Contents
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