Being Aware of Fall Turnover.

Instead of a Q & A for Ponds & Lakes today, I wanted to make everyone aware of what Fall Turnover is and the steps you can take to protect your fish. Around this time of the year we receive quite a few phone calls from customers waking up to find a pond full of dead fish. Hopefully, I can shed some light on this subject that can help you prevent an event like this from happening.

What is Turnover? With no aeration present, the pond's water is stratified (aka has a thermocline). Meaning that the water at the top is warmer and full of oxygen while on the bottom the water is cooler, nutrient rich and contains no oxygen. This causes the fish to habitate towards the surface of the pond. As the seasons change from the hot summer to the cold winter, the pond goes through a process known as “turnover”. This is when the cooler,
un-oxygenated water at the bottom of the pond, mixes with the warmer oxygenated water at the pond’s surface. Since the rising cooler water contains no oxygen, the fish lose the ability to breathe in a sufficient supply of oxygen. Shortly after, the fish begin to die.

Aeration to the Rescue! You've probably heard me talk about aeration in many Q & A's over the past couple months and are probably sick of hearing about it. But it really is that important and really is a solution to a majority of a pond's problems.

By properly aerating your pond, the oxygen will be saturated throughout the pond, thus eliminating the thermocline and eliminating the chance for future fish kills caused by "turnover".

You can also under-aerate a pond as well. Please read the following Q & A for more information.

Sta per aprirsi la Grande Festa dello Sport, evento a cadenza biennale che coinvolge tutti gli studenti del liceo: Yo e Asaoka decidono di sfidarsi per vedere chi riuscirà a collezionare il maggior numero di primi posti nelle varie gare. La sfida è realmente seria, visto che il premio in palio è niente di meno che la possibilità di frequentare Haruna. La ragazza però, non sa nulla di tutto ciò… E intanto la serie si avvia alla conclusione…

Testata: TURN OVER
Numero: 100
Dimensioni: 11,5x17,5, B, 192 pp, b/n
Autore: Kazune Kawahara
Prezzo: € 3.50
Data di Uscita: 25-09-2008

Leadership-The Bottom Line

Employee Retention (Part 2)

One of the smartest ways to achieve the maximum return possible on what you are investing in your most valuable resource is to understand your people well enough to be able to hang on to them while finding ways to maximize their ability to produce quality in the process.

Everyone knows that there are significant costs associated with recruiting, interviewing, hiring and 'fast-starting' a new employee. Assuming that you've selected properly, trained effectively, and that you've also set the new team member up to 'win' in their new position, it obviously doesn't stop there; we have to consider what are our 'long-term' goals are for each particular individual.  

Our thinking has to move beyond just keeping a good employee to the development of one who will become one of our organization's future leaders, (whether we think they will or not - but we'll address that in a separate article.)

In order to achieve the maximum return possible on what has been, and what will continue to be invested in the new team member over time, our paradigm must be correct and our demonstrated commitment must be to the 'long-term' success of the individual from two very important perspectives; theirs and the company's.

The leader's ultimate responsibility is to the long-term success of both.

You might say that the leader's challenge will be to facilitate a successful 'marriage' between the two; a marriage that will 'last' and will prove to be

both enjoyable and fulfilling to both 'marriage partners'.

Here are ten additional tips that can, and really should be, consistently applied in the leadership and management of the new individual that will ultimately contribute to the long-term success of the healthy 'marriage' referenced above; (By the way, these steps should really be applied

with all your people, not just the new ones!)

Leadership

We discussed in a recent leadership development session the fact that the number one reason why people 'choose' to leave their jobs can be traced back to ineffective leadership on the part of their immediate supervisor. We referred to 'statistics' that confirmed the fact that people have a tendency to leave managers and supervisors more often than they leave companies or jobs. 

It's certainly helpful when a manager or supervisor is perceived as being a 'nice person' and is well-liked by the people in his or her department, but what people really want and need is effective leadership on the part of someone they respect and someone they trust enough to follow. They need someone who they feel has something to impart when it comes to helping them achieve their full potential and to helping them achieve the success they desire on their job and also in their career overall.

When managers and supervisors make an employee feel respected, valued and also appreciated, the manager or supervisor is not only functioning more in a 'leadership' capacity but they are contributing to the ultimate retention of the employee. And in like manner, anything the supervisor does to make an employee feel under-valued will contribute to unwanted turnover.

Probably one of the most important functions that will lead to employee retention involves letting team members know in specific terms what 'good' looks like, and why it's considered 'good'. Some of the most common complaints that have come out of exit interviews and from 'blind' exit surveys we've conducted on behalf of clients, have included a lack of clarity regarding specific expectations, a lack of clarity regarding one's earning potential, a lack of feedback regarding one's performance, a lack of  'follow through' with regard to commitments made, canceling scheduled meetings, and a failure to create an environment that's conducive to the employee's achieving success; all of which reflect ineffective leadership on the part of their supervisor. We get into this in greater detail in our leadership sessions when we cover the 10 characteristics of the high-performance leader.

Communication

On one hand we say that we want our employees to take 'ownership'; that we want them to really care, and we ask for their 'commitment' to the ultimate success of the company; while on the other hand, we are not always as 'open' as we need to be, or as we really should be, to their open and honest input.  

When a team member feels that their insight or suggestions are valued and they feel that they can speak their mind freely without fear of reprisal, they begin to feel more like an important and integral part of the organization

which leads to better attitudes, increased commitment and employee retention.  

One of the smartest things you can do is to promote an 'open door policy'

in your company. Encourage your people to provide 'feedback' regarding decisions that need to be made or ways to improve upon products or

services, or ways to improve upon internal processes. 

It's important that team members feel free to offer ideas, provide constructive criticism and that they be allowed to demonstrate their personal commitment to company improvement. If they are not allowed to do so, they end up having to internalize too much, or they find themselves constantly "in trouble". That

kind of stress leads to unwanted turnover.

Utilization of Talents & Abilities

One of the most valuable things you can do, (not only for your employees but for the health of your organization as well), is to get to know what talents and abilities exist in your organization that go beyond those that are required to perform normal job functions. People that are motivated by their genuine interest in the success of the company want to be able to invest 'all' of their talents and abilities on the job, and not just those few that relate to their own specific job description.

Get to know your people. Learn about what they enjoy doing and what they're good at and then find ways to tap into those existing resources when you need something done in your organization. Why go outside the organization to get things done when you're probably already paying for it anyway? Get to know your people and become aware of their real potential value to your company.

Let me give you a few examples; Instead of going outside the company

when you decide that your existing brochure or marketing pieces need to be redesigned, why not find out who your resident 'artists' are, who your creative people are and get them involved in a new challenge. When it comes time to update your website, who in your organization enjoys working with computers and already knows and understands website design?  

How many people could contribute far more than they currently are if they were only given the opportunity? Not only will it represent a stimulating challenge for them, potentially a pleasant departure from the norm, but

it will allow you to increase the return you're getting on what you're already investing in that individual while positively impacting 'retention' in the process.

Favoritism vs. Fairness

Perception is everything! If your employees believe you to be 'fair' then they

will remain flexible and committed. They may not necessarily agree with all your decisions but if they believe you to be fair, then they will be far more accepting of those important decisions they feel they might have made differently; especially if they feel their perspective was taken into consideration in the decision making process.

I have lost count of the number of times over the years I have heard employees make statements like, "One thing I can say about so-and-so

is, while I may not agree with all their decisions, one thing I can say is that they're fair." The perception of fairness goes a long way toward earning one's respect and toward engendering their loyalty toward their supervisor and their company. (By the way, to them, their supervisor is the company!)

There are few things that will lead to unwanted turnover faster than favoritism.

It causes people to feel like it doesn't really matter how much they care and how well they perform on the job; it's who you know, rather than what you do, that determines who receives the perks and all the promotions when openings become available. The unfortunate end result is decreased morale and also reduced productivity.  

And, if it's not caught quickly enough, attitudes can 'deteriorate', and quickly; they go from 'optimism' to "why bother".  Favoritism may exist 'unintentionally' on the part of only one or two managers in the organization, or it might even be systemic. Either way, it's important that we keep a watchful eye, and make sure that we maintain a 'level playing field' for everyone at all levels

in the organization.  

Needed Resources

I've learned over the years in my dealings with client companies and their employees that when an individual is failing, it usually comes down to one

or even more of the following; Assuming the employee understands all the expectations, it is usually a lack of time, training, temperament, talent or tools. Ideally, issues specific to temperament and talent should have been addressed during the initial hiring process, but in some cases those issues are missed and have to be addressed after the fact; (that's part of the

function of an effective leader).

In some cases, those employees can be moved to different parts of the organization and given different assignments. But in all cases, the easiest to address and solve, and the ones most affecting employee retention, are tools, time and training. Team members must have all the tools, time and training necessary to do their jobs well. If they don't they will look for an employer

who provides them.

Challenges & Opportunities

Your best employees, those employees you really want to retain and

develop for future leadership roles, they want opportunities to learn and grow.

They want to acquire new skills, and they want to broaden their knowledge in their area or areas of expertise.  

Without the opportunities to try new things and take on new challenges,

they begin to feel they will stagnate. They need opportunities to be a part of challenging committees, attend stimulating seminars and to read and discuss interesting articles and books with others in the organization.  

A career-oriented, valued employee must experience new challenges and opportunities for growth in order to be motivated to want to remain in the game.

Relationships

One of the most common things I've heard over the years that typically disappoints people the most about their jobs is the fact that their 'perception' is that senior management is not really aware of their existence. One of the smartest things that a company president can do is to get to know who their employees are, and be able to call them by name when they see them around the office or in the field.

This holds true for 'all' senior management executives. Senior executives should take time to meet with new employees to learn about their talents

and abilities, and a little something about their families. Taking an interest

will yield impressive results.

Members of the executive team should make it a point to meet with 'all' employees periodically; short informal meetings that allow for employees to feel 'connected' and an important part of the 'team'. When upper management knows who I am and calls me by name and asks me questions about how I'm doing, and maybe how a particular member of my family might be doing, you can bet that my 'sense of belonging' and my commitment to the success of the team will soar.

Implied Job Security

I'm sorry to say that I have seen this on far too many occasions; Under no circumstances, never ever threaten an employee's job or their income! You might as well tell them to get out their resume' and go to work on getting it revised and ready for action.  

You may know in reality that business is off and that layoffs might be required if certain numbers aren't hit within a certain time frame. It doesn't make any difference. You never share this information with employees. It makes them nervous; no matter how you phrase the information; no matter how you try

and explain the circumstances, all you do is create intense insecurity.

You might think that by sharing the information that it might somehow serve to motivate them into action. Trust me; it will not. It will only backfire on you. 

I am not advocating that you mislead people; however, my encouragement is that you 'think' before you say anything that even indirectly makes people feel they need to start searching for another job.

Recognition & Reward

Recognition and reward is critical to the successful retention of good, quality

people! In all the surveys we discuss in our leadership development sessions on 'motivation', full appreciation for work being done was number one on the lists. Recognition for a job well done and even for honest effort will go along way toward validating a person's worth and to reinforcing good performance.

There is no real accomplishment without celebration!

Team members must feel rewarded, recognized and appreciated. One of the least expensive and most effective means of recognition is to say 'thank you', and to let people know what you really like about their work and what you appreciate the most about their contribution.

Obviously, when you tie 'monetary' rewards, bonuses and 'gifts' that are specific to the individual, to your verbal expressions of appreciation, they become even more impacting and appreciated. Periodic raises that are tied directly to accomplishment and achievement go a long way toward helping

to retain good people. In particular where 'sales people' are concerned, the commissions and bonuses that are easily understood and calculated on a daily basis increase motivation and directly influence the retention of good sales people.  

Summary

In summary, one of the most important things I've learned over the years

in this business is that 'work' is about the money, but 'loyalty' is all about relationship and how people feel about themselves on the job and also how important they feel their contribution is to the success of the team (family), and whether or not they feel really appreciated.

Why not take a look at your organization. Are you really doing your best to retain your most valued people? Consider these additional suggestions. Ask yourself what you can do to make an ever bigger difference in the lives of your people and see how many ways it comes back to you. 'Leadership' really is 'the bottom line' in the people business - and the right kind of leadership will go a long way toward making it possible for you to hang on to your really

good ones!

Again, we address these as well as many other important issues in our monthly leadership development sessions which are made available both

in a public format and which are also also customized and implemented for our client's and implemented at their locations.

Give us a call and/or send an email note and we will be happy to provide you

with information regarding the very cost-effective and results-oriented approach we take when it comes to turning good managers into highly effective leaders and developers of their most valuable resource - their people!

Be sure and ask about our complimentary introductory workshops!

Contact Us!

Leadership-The Bottom Line

Complimentary 'On-Site' Leadership Workshop

Choose to Win!!

Si entra in campo con la testa già ai quarti. All'opportunità di poterci riprendere la rivincita contro i Powerslave. Con l'idea di non fare falli, con l'ordine tassativo ai difensori di evitare contrasti e a Stani di starsene tranquillo tra i pali, che prendere un'ammonizione stupida contro una squadra che abbiamo massacrato all'andata e saltare il grande incontro contro i Powerslave non avrebbe alcun senso.

" Basta controllare l'incontro. Fare turn-over il più possibile e non prendere cartellini gialli. Tanto siamo molto più forti e possiamo macinarli quando e come vogliamo "
Questa la prospettiva prima di scendere in campo.

Regola n.2 del calcetto: " mai peccare di presunzione. "

Ogni volta che giochiamo una partita con la convinzione di essere più forti degli avversari. Ogni fottutissima volta, finiamo la partita a piangere perchè prendiamo le peggio batoste(vedi anche sconfitte con Longobarda e Baby Frank's).
Non riusciamo a giocare concentrati. La determinazione non sappiamo cosa sia. Crediamo di poter essere Maradona per un giorno e giochiamo esclusivamente per noi stessi. Anzi...giochiamo è dire tanto.

Si finisce il primo tempo sotto di 2-1. E fino a qui tutto bene.
Pareggiamo l'incontro a inizio secondo tempo e subito dopo prendiamo il gol del 3-2.
Vabbè.. ci può stare. Su un contropiede dovuto a un rimpallo fortunoso ci facciamo trovare impreparati e gli avversari segnano il 4-2. A questo punto anche loro incominciano a credere nella rimonta.
Bene. Noi non reagiamo. Ci intestardiamo e presi dalla paura decidiamo di non giocare più. Senza creare niente in attacco, niente impostazione di gioco e rimanendo non si sa come sempre scoperti in difesa. Assurdo al quadrato.
Arrivano in successione il gol del 5-2, del 6-2, del 7-2. 3 tiri dalla stessa posizione defilata fuori aria. 3 gol. Fortuna che segnamo il 7-3 a un minuto dalla fine. Altrimenti davvero come i milanisti finivamo. A novanta gradi a guardare i giocatori del Liverpool alzare la coppa. E ora che ci penso i Krasnajazvesdpastis indossavano pure magliette rosse.

Prospettiva finale ridotta, con censura, può essere la seguente: " hanno fatto quello che volevano. come volevano e quando volevano. nel secondo tempo ci hanno macinato. e di brutto. noi ci siamo cagati addosso e non abbiamo capito un caizer. turn-over negli ultimi minuti neanche a parlarne e alla fine tutti scontenti, chi non ha giocato perchè non ha giocato e giustamente si è incazzato, e chi invece ha giocato, ha giocato di merda o è come se non fosse proprio sceso in campo. "

Almeno andiamo avanti. Subiamo l'ennesima lezione di calcio.
E racimoliamo un pò di materiale da scrivere sul blog. Anche perchè quando giochiamo bene è forse un pò banale.

Sregolatezza pura e un sorriso da indossare dopo esserci incazzati come si deve.
E' questa la nostra veste speciale.

p.s cmq alla fine i milanisti, due anni più tardi, agli inglesi gli hanno fatto il culo in finale.

Many places attempt to create an atmosphere to avoid such a situation. They attempt to create a positive culture within the organization or even more intimately within teams. There are reward systems (when there is budget for such) that help to keep a team on track. Sometimes this works, sometimes this does not.

What about when there is a conflict and the conflict is so large that it is fueling a negative culture? What to do then? Most places have set up a grievance process that takes weeks to work through... there is the filing of a EEOC... there is leaving and taking others along with them. If unions are involved, there is a whole separate process, again taking weeks to sort through.

What if there was a process that would put everyone at the table to work things out, to decide which positive direction each party was going to take, to have ownership of such, and take approx. two days? Would this be something worthwhile to build into an organization's system to deter employee motivation? You tell me.

-- Dionne

Attrition is one of the dreaded things in service industry.

In a BPO center I have worked in I mentored a Green Belter working on an attrition reduction project.

Agent Attrition was at 15% for their department. 

This was high and it leads to high agent training cost and recruitment cost. 

In general, causes of attrition are endless and plotting them out using Fishbone analysis would be futile.

Here are the few strategic advices that I provided to the GB project leader:

1. Properly select the scope of the attrition that one should work on
   • What department, team or shift
   • From what employment stage up to what employment stage ie. from Training stage up to employee exit or from endorsement to operations up to employee exit.  Number of attrition may differ according to the points of measurement
   • Wanted (dismissed employees) or Unwanted attrition (voluntary resignees)
   • scope should still be big or small enough to have acceptable financial benefit for the company because working on reducing the attrition of 1 team would not provide us at least 50,000USD annual est. benefit
2. Measure phase:
   • Process mapping should be aligned to the employee's employment life such that it would be enough to cover the potential causes of attrition occuring in each step of his/her employment life
   • Project team can subjectively do prioritization of the causes using Prioritization matrix.  Prioritization can be based on their interviews, Focus group discussions (FGD), observations, expert knowledge, observation and/or reports
   • Employee survey maybe helpful but it would only give results pertaining to the motivational factors or employee retention factors because only the active(existing) employees of the companies can only give feedback.  Unless the project leader would be willing to do exhaustive exit interviews and call backs of resigned (attrition) employees.
   • Data supporting the prioritized attrition factors can help solidify the hypothesis statements that can be formed for the Analyze phase ie. excessive overtime, poor leadership or teamwork, uncompetitive company benefits
3. Analyze Phase:
   • Data gathered earlier can be used for making conclusive hypothesis statements
   • Survey results can also be analyzed using proportion tests
   • Qualitative analysis may help identify the causes but again these should be backed up with data
4. Improve Phase:
   • Proposals should be supported by the Champion, the top management and by the HR department
   • Improvement items that would come out of the Green Belt project are usually strategic and would need management support for it to be rolled out or deployed
   • Improve phase for Attrition reduction project does not need much of analysis and optimization such as DOE.  However, as mentioned by another Black Belt colleague of mine, it is also possible to model the probability of attrition mathematically.  This part remains an area for research for me, I might first look into the usage of the Binary Logistics Regression
   • It would be helpful as well to try using the Kano analysis if the improvement items would really impact on employee retention and reduction of attrition.  Employee engagement should not be considered as directly proportional to Employee retention based on my observation.  It does not necessarily mean that an engaged employee would have small probability of considering moving out of the company given an attractive or enticing opportunity.
5. Control Phase:
   • It would be helpful for the company to develop a regular monitoring of the employee attrition, set up of early detection for demotivation leading to attrition
   • In one of our learnings, we found out also that there is a some percentage of demotivated persons does not really lead to attrition especially if the company did an extra mile of converting those persons back to being engaged and happy with their work.  That is where employee relations come in.

 The GB project leader working on this attrition project actually finished the project with the support of the Department head.  Attrition gradually decreased.  Monitoring is still being done in a proactive manner that is by earlier detecting the employee motivation levels, settling of employee grievances at the onset.  It is also important that management should be wary that attrition is also seasonal such that it is always lowest during the 4th Q of the year because of the bonuses and 13th month pay coming out on the last month of the year.

PS.  If you want to know more details please post or consult me. Thanks.