High Turnover Rate

Apple Turnovers The problem at my organization is that it has a high turnover rate. This is naturally a concern because high turnover is associated with higher costs for recruiting and training, lower productivity, lower morale, worse service to the customer and it takes managers' attention away from other things, so managers are less able to make improvements to the business (Markovich, 2014). In order to address the problem, we first need to diagnose the problem.

There are a number of potential causes of a high turnover rate, so it is important for the organization to gather data in order to understand what the causes are for this company. There are two approaches. The first is the exit interview, wherein people who quit the company are surveyed on their way out, as to why they are leaving.

This can provide feedback, although not all employees might be willing to provide it, and this technique can take a long time as you need enough people to leave before you can genuinely gather the data. A survey of existing employees should therefore also be used, to see what their sentiments are to the job. Issues that current employees raise could well be similar to the issues that are driving other people out of the job.

So this is the main data gathering technique that was used, along with exit interviews for the people who were leaving during the study period. The survey covered issues such as impressions of the job, of the company, of co-workers and managers. The questions related to many of the key issues that cause high turnover rates -- low pay, long hours, poor working conditions, negative atmosphere or supervisors (May, 2014).

If any of these were identified among those still with the company, there is little doubt that they were factors in people leaving as well. 3. With some of the issues identified, the next step is to take action. The managers do not necessarily have the ability to fix things like wages -- head office needs to do things like that -- but the work environment needs to be changed from negative to positive.

People need to feel like this is a good company to work for, and that they can think of it as a place to stay, not just as a stopping point. But it starts with recruiting -- finding the best people (Bonn & Forbinger, 1992). A positive work environment will usually attract better people than a negative one.

So finding people who will contribute to a better environment is essential, and then the managers work hard to keep those people happy, so that they can stay and lead a positive culture change in the organization. 4. The end result is that, slowly, as people leave, they are being replaced with better people. At first, it did not seem that there was much effect, but gradually, people in the community came to know my company as a good place to be.

As that reputation spread, the candidates got better, and it all kind of steamrolled from there. There was this positive momentum where once we got good, positive people we attracted good, positive people. Some will leave, of course, because good people get good opportunities, but the turnover rate is higher, and we don't have such a negative environment that pushes people away anymore. 5. What I learned is that there are.