chicago #14 jersey

chicago #14 jersey -

"Is it possible control turnover?" This is one of the most frequent questions posed by clients in all industries. My answer is always the same. First, the good news is that there are many ways to bring down your turnover figures. The bad news is that it isn't the quickest of issues to resolve. So if you are currently facing this issue, you may not be able to achieve immediate results.? As with most development and growth issues, treating the symptom, in this case turnover, is only a temporary fix at best. To get positive, concrete and long-term results requires time spent identifying the causal factors of the symptom.

Myth # 1-Turnover Is About The People Who Are Leaving

Solution:? Assess Your Corporate Culture
Turnover is not as much about the people leaving as it is about the organization. The organization is the people who stay when someone leaves and their reactions to the turnover. What does it sound like when people leave your organization? "Aw, we're better off without them," or "They were always so much trouble anyway." Or how about, "I knew this was coming but I didn't say anything. What good would it have done?" On the other hand how many times do you hear, "Gee, I wonder what we might have done differently to keep Joe. He was such a good employee." Or, "I'm sure glad chicago #14 jersey Jane told me Joe was unhappy. Now maybe I can talk to him and change his mind about leaving."

These reactions reflect the organization and its culture. It has been my experience that organizations with high turnover are organizations that have specific profiles which include unclear structures, poorly defined job responsibilities, different rules for different people, and strained relationships among and between employees and management. Organizations with this kind of unhealthy profile also tend to chicago #14 jersey have high turnover of 'good' people; people they would like to keep. Yet, they often react to this turnover with denial, such as the remarks above or the thinking that 'things will get better'.

The saying 'if you're not with us, you're against us' chicago #14 jersey is often true in this kind of unhealthy organizational culture. If employees find themselves against a 'wall' when they go against the existing culture, most will eventually leave. My experience shows that the organization is immune to the prodding of isolated individuals, who ultimately resign themselves to using their energy and creativity outside the workplace. In this case, if the employee loses, whether he goes or stays, so does the organization.

Because turnover is more about the organization than the employee, decreasing turnover requires some action on the part of the organization. Therefore, when someone is leaving your organization, ask yourself these questions:

Is this person's leaving a surprise?
Do we have a clear system that keeps us and our employees informed and accountable?
Do we want this person to stay?
Has everything been done to keep him?
What value does this person bring to our organization?