Welcome to BI Solutions
Sponsored by Highland Business Institute
 

This is the second edition of BI Solutions, a monthly e-newsletter designed to inform you of emerging business trends and help you be more successful in the workplace. Please let us know what you think by sending a note to BusinessInstitute@highland.edu

Please consider being highlighted in our e-newsletter by offering a tip of suggestion that has worked for you at your workplace.

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Four Tips for Employee Retention

Employee retention is one of the primary measures of the health of your organization. If you are losing critical staff members, you can safely bet that other people in their departments are looking as well. Exit interviews with departing employees provide valuable information you can use to retain remaining staff. Heed their results. You’ll never have a more significant source of data about the health of your organization.

  • Satisfied employees know clearly what is expected from them every day at work. Changing expectations keep people on edge and create unhealthy stress. They rob the employee of internal security and make the employee feel unsuccessful. Employees need to work within a specific framework and clearly know what is expected from them.
  • The quality of the supervision an employee receives is critical to employee retention. People leave managers and supervisors more often than they leave companies or jobs. It is not enough that the supervisor is well-liked or a nice person, starting with clear expectations of the employee, the supervisor has a critical role to play in retention. Anything the supervisor does to make an employee feel unvalued will contribute to turnover. Frequent employee complaints center on these areas.
    • lack of clarity about expectations,
    • lack of clarity about earning potential,
    • lack of feedback about performance,
    • failure to hold scheduled meetings, and
    • failure to provide a framework within which the employee perceives he can succeed.
  • The ability of the employee to speak his or her mind freely within the organization is another key factor in employee retention. Does your organization solicit ideas and provide an environment in which people are comfortable providing feedback? If so, employees offer ideas, feel free to criticize and commit to continuous improvement. If not, they bite their tongues or find themselves constantly "in trouble" - until they leave.
  • Talent and skill utilization is another environmental factor your key employees seek in your workplace. A motivated employee wants to contribute to work areas outside of his specific job description. How many people could contribute far more than they currently do? You just need to know their skills, talent and experience, and take the time to tap into it. As an example, in a small company, a manager pursued a new marketing plan and logo with the help of external consultants. An internal sales rep, with seven years of ad agency and logo development experience, repeatedly offered to help. His offer was ignored and he cited this as one reason why he quit his job. In fact, the recognition that the company didn't want to take advantage of his knowledge and capabilities helped precipitate his job search.

Source: humanresources.about.com
By: Susan M. Heathfield



On the Job, at Your Home—Everyone’s a Project Manager
February 28 & March 1
4:00 p.m. – 6:30 p.m.

Get better at running the simplest to the most complex projects. Using hands-on training, participants will apply fundamental project management concepts to an in-class project.

Managing Change in the Workplace
March 15
8:30 a.m. – 12:30 p.m.
HCC West Campus in Elizabeth

Introduces the 3-phase change management process – preparing for change, managing change, and reinforcing change. Learn what decisional and consequence face employees during periods of change, and how you can help employees navigate the process through positive coaching tools and techniques.

Hiring the Right Person and Keeping Them
March 27 & 28
4:00 p.m. – 6:30 p.m.

This seminar covers human resources topics for the non-human resources employee who has been given HR responsibilities. The course is useful for supervisors, small business owners, and companies without a dedicated HR manager.


For other upcoming Business Institute classes and programs check us out on the web


 

February 2006