“Fire the slugs,” says management expert Jeff Cortes. That’s good turnover and also it’s good for retention—all of your other employees have been wondering when you would act.

“There’s good and bad turnover,” says Cortes, author of the book, No Nonsense Retention, which he characterizes as a collection of no-nonsense ways to retain your best people.

I feel Firing a non-performer-a slug- is good turnover. But when a top performer leaves to go elsewhere and your organization is left with a huge void, that’s bad turnover. It can affect the performance of the whole organization.

As we all know that Manpower Turnover is very costly, “If you are going to maximize your organization’s performance you have to make a conscious, top-down management commitment to develop a no-nonsense approach to retention,”

AS Head of Human resource Function or Head of Organization you advised to take ownership of this process for top must-do actions for retaining the human assets you’ve worked so hard to acquire:

1. Fire the Slugs

Do not investment too much time in finding the responsibilities, you should find “who is accountable” you can take the help of Advance Job Dossier System and Hold your people accountable for their performance. If they don’t solve the problem, then terminate them with respect and dignity. And here’s the big bonus from firing slugs-your good performers will love you. For sure, they’ve been stewing about having to carry most of the slug’s load.

2. Start at the Top

Assess your supervisory and management team. Seventy percent of employees say that the worst thing about their jobs is their boss. Find out what’s wrong and fix it, Identify the prima donnas and micromanaging control freaks, the whiners, complainers, and blamers. Get them basic supervisory training and improve their performance continuously.

3. Clean Up the House

Identify the non-performers. Identify the poor managers and supervisors. If they do not respond to training and show significant improvement, remove them from an influential role and replace them with someone that does what is truly desired and required for the role and position they are in.

4. Manage Visibly

Get out of the ivory tower. Begin each day by walking around. Stroll around the floor several times a day. Meet the customers, talk with employees, visit with the supervisors, greet the vendors, help the delivery trucks load and unload. Get out of your office. Let people know you are there and that you care. The point here is that you set lead by example, If they like you they are less likely to leave you. Visibility drives retention.

5. Care About Your People

If you don’t really care about your people, your business is doomed. Caring is the reason why people stay. Get to know your people. Learn what each person likes and enjoys. Listen to them and learn about their interests, families, and hobbies. Protect your people from harm and from others in your organization. People are loyal to those who care about them and care for them.

6. Keep Your Door Open 80% of the Time

Let your people know you are accessible to them, Avoid telling people to make an appointment or come back later. Make sure the time you do spend with your people is quality time.

7. Actively Focus on Employee Assistance

Sit down with the other managers in your organization and identify the problems that are faced by people in your workforce. A Develop innovative ideas and deploy specific new plans to provide employees with more flexibility in their work, support for their common needs, and help for dealing with personal issues that impact their life.

8. Treat Everyone with Respect Always

Every leader and manager and supervisor must set the standard that respectful behavior and sincere open appreciation are expected with no exceptions. Investigate and take immediate action of all non-respectful behavior incidents. And take an active step: just like for startup “Have the managers and supervisors bring food to be shared on a regular basis” . A “Break bread with your people regularly instead of forcing people to eat baloney,” .

9. Ask Your People What They Want

Also remember to ask people what they want out of their work. Identify what they want to grow, what they want to give optimum performance, what to develop greater control, autonomy, and responsibility for the work they do for Org. Help them achieve these goals specifically and incrementally. “Meaningful engagement in their own future drives commitment and loyalty,”

10. Tell Your People What Organization Want of Them

Be specific, clear, and make sure you explain what Organization Goal expects from them. Give them the tools, support, and the time they need to get the work done. If they do not meet organization expectations-assuming the expectations have been clearly communicated and they had the resources to accomplish the task-bring them in and talk with them and find out what it will take to get them on track.

 

for thought process read previous post : “Perform or Perish”

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