Train and Treat: 5 Pointers on Hiring and Retention: As modern business environments keep changing, learn how to solve turnover and retention problems with staff.

Author:Spae, Bill
 
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Do you have a staffing or turnover problem? Are your new hires quitting in the first 90 days of employment? Is the culture in your business supportive of new associates or dismissive?

You may answer these questions with a positive frame of reference, which would certainly be a great situation for your business. However, I challenge you to look deeper into your organization and truly understand the answers to the questions posed above.

We are in a very different environment in business today. Whether you are an independent business person, a franchisee, a franchisor, or a manager of a department, you are dealing with new and different issues in the workplace. These issues are some that many of us have not had to deal with in the past. Employee engagement is critical and often overlooked.

No. 1

IT'S NOT THEM, IT'S US

While we can complain, and often tend to, over the fact that millennials are causing us to relook our approach to hiring. However, ware not the problem. Very often it is the leaders and managers in the industry who don't recognize the deficiencies in their own backyard.

For instance, I often hear that there is a significant staffing problem in America today for almost all businesses. I agree that for many businesses, particularly those using skilled labor, staffing is more difficult than ever.

But for many businesses, the problem is more about turnover and retention than staffing.

So, let's discuss the turnover problem. It is often said that people leave a job because of the boss. This is probably very true and there are myriads of other reasons people move on. One very prevalent issue is simply who you hire to begin with.

No. 2

WHAT TO ASK, WHEN TO ASK IT

Do you have a specific list of background experiences, personality traits, or behaviors you want to see in a new employee? How about a written career path that you can review with them so they know what the opportunities in the future may be? Besides the normal questions we all typically ask, what is it that will make them successful in your organization? Clearly, you cannot run afoul of the law with the questions you ask, but you can assess the 'fit' of a new candidate by allowing some of your current staff to interact with them, checking references, having the new candidate tell you why they want to work for your organization and ask for specifics and not generalities. I believe in the 'three to hire, three to fire' approach, which allows at least three people to interview a...

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