SUPERVISING HIGH TURNOVER JOBS


					***


	"Oh no!" wailed teller supervisor Sarah Nahra.  "Not another
resignation.  This place is like a revolving door."  Sarah takes little
comfort in knowing many other banks also have near-100% annual
turnover in tellers.  Right now she's more concerned about having to
work shorthanded until she can find and train a replacement.

	Si Jennings, supervisor of incoming mail for a major software
company, has a similar problem.  His entry-level mail clerks must
learn to sort and deliver mail quickly and accurately.  But candidates
for these positions often take the job intending to leave for
"something better" as soon as possible.


					***

	Although they both face tough situations, neither Sarah nor Si
can afford to give up.  Instead, they can take advantage of the
following system for making the most of high turnover situations.
The key to supervising high turnover jobs is to emphasize the value
of the work and the importance of the employee who does it.  The
more valued employees feel, the less likely they'll be to leave.


				SELECT THE BEST

	The first task in reducing turnover is to match the job with the
person best suited to perform it.  However, many supervisors must
rely on others in the organization to supply them with job
candidates.  So they have to make the best of what comes along,
right?  Not necessarily.  Supervisors can take several steps to make
sure they start out with the best people available for the assignment.


BUILD A PARTNERSHIP WITH YOUR RECRUITER

	Anyone can come through a revolving door.  But the better you
communicate your specific needs to your recruiter, the better able
she will be to send you applicants who'll feel at home in your
department for an extended time.

	Talk with your recruiter regularly, not just when you need a
position filled immediately.  Make sure he thoroughly understands
the basic work in your area as well as some of the subtler
requirements.  And reinforce the message by sincerely thanking him
when he does send qualified candidates.


TAKE TIME TO INTERVIEW CANDIDATES THOROUGHLY

	Rushing to fill a vacancy increases the chances of hiring
someone who doesn't fit--and having to repeat the process before
long.

	When Sarah interviews her next candidates, she should
carefully focus on their ability to perform specific job tasks
successfully.  Asking open-ended questions and listening carefully to
responses will also help her evaluate the applicants' abilities and
interests so she can decide which is most likely to succeed over the
long run.


MANAGE NEW EMPLOYEES' EXPECTATIONS

	Don't let unnecessary disillusionment shorten a new employee's
job span.  Even if you or the recruiter has explained the job clearly,
new employees are likely to have misunderstood at least part of the
"deal."  Some new employees will hear "career opportunity" as
"promotion next month" and "competitive pay" as "guaranteed 15%
increase."  Review expectations during the interview and again after
hiring--then check on them periodically to prevent
misunderstandings.


				TRAIN WITH ZEST

	In high turnover jobs, it's especially crucial to get employees
up and running as soon as possible.  A rapid start helps make the
most of their tenure, however long or short it turns out to be, and it
also shows new employees you're seriously interested in their quick
and continuing success with this job.

	The following steps toward fast, effective orientation can have
a remarkable payoff in productivity, as well as creating the success
that encourages employees to stay on the job.


DON'T TRY TO TEACH THEM EVERYTHING AT ONCE

	Break each task into smaller sections and teach one at a time,
making sure each part of the job has been learned before moving on
to the next.  This approach gives workers a chance to hit their stride
and enjoy several small successes, rather than suffering the job-
shortening confusion and frustration that come from trying to learn
too much too fast.


PUT EACH TASK IN CONTEXT

	Help workers feel important by showing how the pieces of the
job fit together and how the work contributes to the department and
organization.

	For example, Si now makes sure each new employee goes
through an orientation program that explains the major objectives,
philosophy, and values of the organization.  He follows up by pointing
out how the daily mailroom routine supports the organization's goals.
As a result, the new workers feel the satisfaction of knowing their
work is important and appreciated.


SHOW, DON'T TELL

	Have competent, experienced employees demonstrate to
newcomers how to do the job up to your standards.  Whenever
possible, let new employees have plenty of time to practice their new
skills in a safe environment, such as by role playing.


GIVE PLENTY OF FEEDBACK
.
	Employees feel important when they feel noticed.  Catch people
doing things right. (Be careful not to startle them, though.  Just tell
them what they're doing that pleases you.)

	For example, Sarah noticed that one new teller thanked a
customer for his business.  She commended the employee
immediately afterwards and mentioned how impressed she was at
the next staff meeting.

	Of course, when you spot problems, step in right away and
describe what you saw.  If the employee gets it right the next time,
make sure you mention that, too.


				CONVINCE NEW PEOPLE TO INVEST

	Research in departments with high turnover has shown that
one of the main factors in retention is whether the new employee
quickly begins to feel like part of the organization.  Here's how you
can promote this important bonding process.


HELP NEWCOMERS FEEL COMFORTABLE

	Plan their first days carefully.  Take them to lunch, take them
on a tour, introduce them to co-workers--and help them remember
who's who by providing an organization chart and explaining what
each person does.


RECOGNIZE ACCOMPLISHMENTS

	If you have a "pay for performance" or profit sharing program,
make sure you let newcomers know how they can take advantage of
it.  If you can't offer financial rewards, use praise and symbolic
rewards--such as a certificate of appreciation or an article in the
organization's newsletter --to provide a "payoff" for extra effort.

	Supervising in high turnover areas is challenging but far from
impossible.  By carefully hiring, training, and motivating newcomers,
you'll enjoy greater productivity from happier employees over
longer periods of time.

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