Issues faced by staff turnover rates

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DIY supermarket is alarmed at the high percentage of staff turn-over among the shop-floor workers and this has raised some concern to the organization. Generally looking at turn-over in working places, one curious to first know if all staff turn-over are problematic to the organization. Of course not. Poor performers, those who are not the best fit to their roles and discontented staff typically are not considered unwanted turnover. In fact, one study showed that as high as 50% of employees are disheartened that their organizations tolerate inadequate work and poor work ethics.

However, controllable turnover - the loss of desirable, talented staff remains a costly concern - often with a price tag higher than most organizational leaders may perceive.( ). However, in the case of DIY supermarket it is obvious from the management concern that turn-over has more negative effect than positive on the organization.

In resolving what ever issues to move the organization sequel to the survey, organizational principles most not be compromised. Settlement sometimes calls for compromise and to seek the middle ground. However, it must be clearly stated that some things are non-negotiable in the cause of resolution. If after considering everything and believe that some things must stay the way they are, reasons for this action are communicated to the staff and remain binding. This applies both to a situation between management and workers and between workers themselves. Not every rule or every situation will be welcomed by all. Trying to please everyone is both impossible and unhealthy. The organizational objective supersedes any other as it's the main reason for the corporation


This cost of turn-over falls into two categories

Measurable cost of turn-over

Immeasurable cost of turn-over

Measurable cost of turn-over in the organization are those cost that can be valued for losing an employee. Some of this cost have been identified already by the management of DIY supermarket " Each check-out person that leaves costs the company £1500 in lost training, uniforms, and the need to re-advertise a replacement"

Immeasurable cost on the other hand is what calls for a greater concern as this affect more of the external factors of the business on like the measurable ones wish can be controlled to some extent internally. These "costs' can far outweigh the traditional, hard-dollar calculations - and organizations are incurring huge, unseen losses productivity, customer satisfaction, reputation among job-seekers and, significantly, in the morale of the departing employee's co-workers. This immeasurable costs of turnover can be nearly crippling to organizational finances and more importantly marketplace positioning. Customer loyalty often is possible through people loyalty: Customers develop bonds, trust and build relationships with their contacts, often more so than to the organization. Turn-over in organization loss not only the confidence in the employee, but future referrals from the employee's loyal customers. We can also not measure how many new ideas and innovations each employee might generate in the future to help the company. Nor can we determine his or her potential to be promoted to higher-level roles and leadership positions but such opportunities are clearly lost with the employee leaving the organization.



Though the survey conducted shows some of the reason for the high turn-over in DIY supermarket to include staff low morale; staff (80% part-time, older females) are fed up with being pushed around by shop floor supervisors (mostly young male full-time employees). It was also discovered that on average shop-floor supervisors wait 2 years before they receive a management training course. However from HR experience, we are guided by training to know that the reasons are not limited to those mentioned. Other reasons that come to mind are Recruitment errors, internal conflict, atmosphere within the organization, environmental factors, organization structure, retention strategies,


The differences observed between shop-floor workers and the supervisors must be resolves or else could lead to a collapse of the business empire. The friction at the different level may have direct effect on the turn-over of DIY. Strategic intervention methods will be applied to bring a final resolution to the problem. In this particular case two strategic methods can be used. They are Role analysis Technique (RAT) by John Thomas and the A Role Negotiation Technique by Roger Harrison

Role analysis Technique (RAT) John Thomas

This is one of the intervention strategies available to organizations striving to improve team effectiveness. Organizational structures are made of individuals with varying personalities and not have a clear idea of the expected behaviors within organizations can result to conflict resulting to poor performances. RAT clearly defining the role by team members Expectations, suggestions by team member's preparation of role profile explaining the authority, obligation of the role. Ultimately, Role clarity is achieved.


1: Analysis is made on the focal role initiated by the focal role individual (Individual concerned with the role function). His duties and accompanying behavior on the job is outlined and discussed by his team members. Behaviors are added or deleted until the role deem satisfactory.

2: The roles of other incumbents are examined. The incumbent expectations are listed and discussed, modified and adopted by the group and focal role persons.

3: Other members of the group list the expected desired behavior of the focal role. The focal role person takes responsibility for making summary or role profile into the following (1) Sets of activities, (ii) the obligation of the role to each role in the set and (iii) the expectation of the role from the others in its set.

A Role Negotiation Technique

The expectations of others largely decide a person's role. When these are clear, role conflict and role ambiguity can reduce. Everyone knows what everyone else expects. Role negotiation is a process for clarifying these expectations. You negotiate with an individual not a group.

How it works:

Each person writes down privately what they are contribute effectively to the organization

Each person then shares their information with their partner. At this stage just listen and seek clarification, don't argue or get defensive! It helps to have equal time to talk.

The parties now negotiate their expectations


Negotiation must be straight. tactics employed should not be or manipulative, or else people will not use the technique again. They will also become suspicious of all the management techniques used.

Requested information from staff should be small, clear and doable.

HR aims for equity in the negotiations. If people "give in" to every demand they will feel exploited later. People who want something for themselves for everything they give will lose co-operation. People will think they are mean.

People have found an external facilitator helpful. This person can help to build a supportive and equitable climate and manage the process. Both can be difficult for a manager who is involved in the negotiations personally.

Recovery time. Give the process enough time. The expectations of the resolutions take time to clarify. This is often the first time people have talked directly about how they work together.


Companies are born out of individuals dreams but that dream is nurtured and developed through members of staff. The ambiance in the company and how outsider perceive the organization to be will be dependent on shared values and behavioral norms of the staff. Vision or Mission statements belief help shape behavioral patterns. While these often have meaning for the client, they are most meaningful to staff in delineating the principles that govern how the company operates and what is acceptable treatment of clients, staff. DIY supermarket staff will need to be trained on the importance of organizational culture.


Successful companies will attest to the fact that their company is built on the quality of their people. DIY must make her people priority and this is the biggest challenge they currently face.

Here are five things DIY supermarket can do to attract and keep their staff:

1) Top companies attract top performers.

It is no surprise to see companies that are committed to superior practices, has profile and brand recognition and known for exemplary management practices attracting top performers in the labour market. DIY supermarket needs to improve towards being the best, brand recognition and having excellent employee systems in place.

2) Clear organization vision, mission and goal.

Generally top performance look at where the company is today and where its looking at being in the nearest future. You hardly see them in organization revamping, rebuilding or restructuring without clear objective. People want to be associated with success stories. Top performers are often drivers, which mean they are turned on by challenge, change and results.

3) Recognize and reward over and over again.

Though money is always in high demand as a motivation for employees, several researches have shown that Money isn't everything to top performers. The most important element for top performers is having challenging work, the second is having an open and honest work environment, third is recognition for work and fourth is money. Again top performers thrive on opportunities for recognition in the form of time off, family days off or flex work schedules.

4) Don't take them for granted.

It is not unusual to see staff members loss excitement and focus of a new job after only about eight months of recruitment. Laxity can set in often after their confirmation. Continues coaching, retreats and training are crucial to top performers. Again people at the top of their game tend to be lifelong learners and are eager to learn as much as they can. Encouragement is the key to stimulating and challenging performer to stay back and do more.

5) Know what competitors are doing right.

Why are how staff leaving to join competitors? What are competitors doing to attract them? What is environmental factor's contribution to the situation? There is an important need to be on top of your competitor's practices around attraction and retention of top performers. If an organization is consistently establishing a top performers' value they won't go looking elsewhere but often when we don't pay attention to what else is out there they may be scouted right out from under your nose. Finding sources of salary information, conducting your own salary surveys or sharing information with a group of competitors can help retain employees who might leave because they are underpaid.


The benefits of training as a tool to addressing the problem of staff turn-over can not be over emphasized. Training involves an expert working with staff to transfer to them certain areas of knowledge or skills to improve in their current jobs. Development through training is a broad, ongoing multi-faceted set of activities (training activities among them) to bring someone or an organization up to another threshold of performance.

Typical Topics of Employee designed Training for DIY

Communications: This improves diversity of today's workforce and brings a wide variety of personalities, ideas, languages, customs and clear understanding of company goals. .

Customer service: Internal training can cater for increased competition in today's global marketplace. It's critical that employees understand and meet the needs of customers.

Ethics: Generally, today's society has increasing expectations about corporate social responsibility. Also, today's diverse workforce brings a wide variety of values and morals to the workplace.

Human relations: Combining work and personal life's activity can increase stresses of today's workplace and lead to misunderstandings and conflict. Training can help people to get along in the workplace.

Quality initiatives: Initiatives such as Total Quality Management, Quality Circles, benchmarking, etc., require basic training about quality concepts, guidelines and standards for quality, etc.



Improving Employee Retention, Morale and Productivity

Building a culture in DIY organization

Trust amongst staff and management,

Respect for self, others, organization rules and regulation

What do we stand for? How do others see us?