How to keep good workers
Adviser specializes in limiting
The key to retaining employees must start long before the first day on the job — when the worker looks for a place to hang a jacket and for a refrigerator to cool his brown-bag lunch.
The owners of a local retention consulting group, Employment Dynamics, plan to make that point at a free seminar on how to keep workers at RiverCenter Amphitheater, Covington, on Nov. 16.
With unemployment at historic lows and worker discontent rising, employers need to bring an all-encompassing approach to the issue of retention or else face sometimes hidden but always expensive retraining costs.
The session, a new focus of the West Chester-based Sasha Corp., will offer local companies insight into ways to begin to solve employee turnover, said Brenda Corbett, vice president of the company. “We've found that an entire retention system is what people and companies need to put in place,” she said. “It's not a little bit here and little bit there. It's a system.”
Companies can opt to aggressively attack the problem by signing on to learn Employment Dynamic's 16-module plan — an initiative that will cost firms $5,000 each for a yearlong program.
The free seminar, “Retention Deficit Disorder,” will focus on two components of the Employment Dynamic approach to the issue: employee assessments and front-line supervisor training.
Through its Employment Dynamics arm, the company is looking for 10 companies to make a yearlong commitment to solving retention concerns. Five have signed up.
“Every dollar invested in developing an employee walks out the door when they do,” Ms. Corbett said.
The firm broadened its consulting approach to focus on retention earlier this year after consulting for Jancoa, a Norwood-based office cleaning company owned by Tony Miller and founded in 1972.
Employment Dynamics saved the company tens of thousands of dollars by reducing training, improving productivity and morale, and bringing a sense of worth to workers at Jancoa, said Mr. Miller, who hired Sasha last year to assess operations.
“In just one example, we had a women who wanted to do a great job, but we realized she didn't have the tools to do that. She was a supervisor and went through 130 people in six months,” Mr. Miller said. “People didn't want to work for her.
“After the training, she's now the number one requested manager. She went from being the worst to being the best. Having a solution to retention is pure gold. Companies are struggling for an answer.” Mr. Miller suggested that Sasha develop Employment Dynamics into a program for all companies and keep the focus on retention.
For more info and references, contact:
Karl Corbett, President
Cincinnati, Ohio, USA
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