Management Matters: How supervisors and managers can impact retention

Management Matters: How supervisors and managers can impact
 retention

Management Matters: How supervisors and managers can impact
 retention

he hospitality industry has become quite sophisticated in the use of metrics and reporting around key cost areas like turnover. The practice of conducting exit interviews has also contributed greatly to site and organizational-level understanding of common drivers for involuntary turnover. But exit interviews provide a look in the rear view mirror of turnover, and not the perspective of the talent you are looking to retain. A bigger challenge is to focus proactively on why employees stay. More importantly, the question of retention needs to evaluate the decision to stay among top performers, what I have coined "productive retention". In a weak economy it isn't much of an accomplishment to retain talent; what may be more challenging is retaining engaged and high performing talent.

Management Impact

1.     Lack of recognition and reward: the failure of employees to feel fairly compensated, and to receive appropriate recognition for accomplishments.

2.     High perceived level of bureaucracy: conflicting or onerous work rules and politics that prevent employees from being able to make decisions, influence outcomes or effectively drive change.

3.     Poor communication and lack of delegation between and across work groups, as well as in terms of manager direction and authority.

4.     Insufficient training, particularly as related to completing job tasks.

in addition to creating an environment that drives engagement, specific individual managerial actions are also attributed to driving employee dissatisfaction and diminishing individual "intent to stay". These behaviors are reflective of poor management practice, and include:

1.     Failure of a supervisor to acknowledge credit for work done

2.     Abusive or negative behavior; negative comments or other communication to others about the employee

3.     A failure to keep promises

4.     Invasion of employee privacy

5.     Individual or others blamed to cover up mistakes or to minimize embarrassment

Strategies to drive retention

usually it is not until an employee communicates the intent to leave does a manager fully engage in retention efforts, such as a counter-offer or promise of broader accountabilities. Clearly, based on the primary drivers impacting retention, it is not surprising that these advances are usually rebuffed. Additionally, even when an employee is retained, it is not uncommon for the employee to resign within the following year, an indicator that the underlying drivers of job dissatisfaction and intent to leave are driven by factors that are not as easily adjusted as compensation.

Limiting the more negative behaviors demonstrated by managers on the job may help diminish some of the more pressing issues with retention. But more constructive solutions are also on hand.

                                                          i.    Make retention a priority before a high performing employee resigns. Organization and manager accountability for productive retention is key, with metrics as well as regular discussions and interventions to address systemic turnover drivers, but also ensure regular discussions with employees to ensure a climate of long-term retention. Surveys, referral programs and open dialogue between managers and employees are examples of programs to ensure retention efforts are ongoing.

                                                         ii.    Evaluate and address key drivers of retention: equity in treatment and job security; respect for individual achievements and employer actions; competitiveness in pay and rewards; interpersonal relationships with peers and managers. Openly communicated compensation and reward programs, and regular dialogue about the status of the operations and key business metrics are a key method for ensuring transparency in performance and pay metrics. Additionally, many organizations encourage social and organizational events that reinforce core values and priorities, such as group volunteer activities, fundraising and community-oriented activities.

                                                        iii.    Build a culture of trust by addressing abusive and inappropriate behavior of supervisors. Open and transparent communication, and an environment that ensures constructive confrontation. This includes enabling and empowering employees, providing opportunities for employees to influence decisions and express opinions and feedback without fear of retribution. A clearly stated policy regarding internal complaints and investigations as well as broader venues for communication are important components of building trust and credibility that managers will be held accountable for their behavior.

                                                        iv.    Open and accessible opportunities for professional development, and clarity around career and promotion opportunities. Job posting systems, easily accessible training, literature and information sessions like "lunch and learns" provide opportunities for dialogue and employee access to career development