| Child care centers, programs for troubled youth and | | | | needs a pay raise. Turnover is not about money...most |
| developmentally disabled adults, senior citizens centers, | | | | of the time at least. Salary increases, as nice as they |
| counseling for troubled families, substance abusers; | | | | are, have a very short term effect on employee |
| these are examples of human services funded by | | | | morale and performance. |
| government at the federal, state, county or local levels. | | | | 2. Secondly, organizational leaders need to change |
| The troublesome path that the U.S. economy has been | | | | their attitude about turnover; rather than seeing it as an |
| on during the past year has resulted in government | | | | unavoidable cost of doing business, they need to look |
| cut-backs in support of human service organizations. | | | | at turnover as something that they can impact. Even |
| At the same time, the non-profit providers of these | | | | when there is only a small improvement, the positive |
| services face escalating costs for labor, energy and | | | | change in organizational operations can be remarkable. |
| supplies. This scenario puts many human service | | | | 3. Say, "thank you"; acknowledge hard work. |
| leaders on the hot seat in terms of figuring out a way | | | | Sometimes a simple word of appreciation is energizing. |
| to survive the financial squeeze. | | | | 4. Look for non-financial but concrete ways to reward |
| There's a way out however, that will allow the | | | | good work. Have an employee who's child is in a play |
| organization not only to survive, but to thrive. The | | | | at school? Send her home two hours early so she can |
| solution is not magic and may involve re-designing a | | | | attend. |
| number of the systems whose inertia keep these | | | | 5. Engage all staff with the mission of your non-profit. |
| organizations running from one day to the next. The | | | | Show them repeatedly how their job relates to the |
| solution to non-profit survival in this troubled economy is | | | | mission and what they can do to make their job even |
| for organizations to reduce staff turnover and do so | | | | more important to overall success. |
| dramatically. | | | | 6. Make sure everyone is involved in a development |
| Staff turnover is very expensive; some say as high as | | | | plan that makes the organization stronger in the future |
| $7500 per incident for entry level staff. That means | | | | and helps them to grow too; their appreciation for the |
| that if you have 100 staff and a 20% annual turnover | | | | growth opportunities you have given them will pay off |
| rate your cost of turnover could easily be $150000. | | | | in outstanding loyalty. |
| That's a lot of money that could be redirected toward | | | | 7. Encourage positive relationships amongst staff. Give |
| program improvement. What are the costs? Extra | | | | them opportunities to really get to know each other |
| hours allocated to human resource operations; huge | | | | and appreciate each other's skills. Staff who enjoy |
| overtime expenses; increased costs of advertising, | | | | working together are less likely to leave. |
| screening, background checks, physical exams, | | | | 8. Train supervisors. People don't leave jobs, they |
| orientation. It means that experienced staff will be | | | | leave supervisors. Make sure supervisors have the |
| unavailable to take advantage of growth opportunities | | | | people skills to be successful. |
| and revenue may be lost under fee for service | | | | 9. Make good hire decisions. Involve potential work |
| contracts. | | | | team colleagues in the decision. See how the applicant |
| Staff retention on the other hand results in measurable | | | | responds to what is positive as well as what is |
| program changes that make the organization stronger: | | | | negative about the organization. |
| reduction in critical incidents and medication errors; less | | | | 10. Finally, everyone needs to know that there is a |
| time explaining program errors to licensing people; | | | | campaign to reduce turnover. Openly discuss how it |
| more complete program documentation; service plans | | | | will be done, what the targets are and how the |
| that are prepared, revised and delivered in a timely and | | | | savings will be redirected.. Make it everyone's |
| competent way; goals that are actually achieved and | | | | campaign. |
| most importantly, clients with smiles on their faces | | | | There are many other suggestions. No doubt |
| because they have the opportunity to work with staff | | | | everyone who hears about the campaign will have an |
| whom they know and trust. | | | | idea; that's a good thing. Don't wait to begin until you |
| Staff turnover is just too expensive; it raises expenses | | | | have thought of everything possible. Begin now, with |
| and lowers income. You must do something about it! | | | | the ideas that you can implement today. Every day |
| But what? Here are ten steps you, as a non-profit | | | | you wait the difference between income and expense |
| leader can take right away to reduce staff turnover. | | | | becomes larger; you can't afford to wait. |
| 1. Get rid of the idea that to reduce turnover, everyone | | | | |