While turnover is an important metric, it often doesn’t paint the bigger picture when it comes to KPIs (Key Performance Indicators). High turnover is just one of the many symptoms of chronic disease. If we did a full scan, we’d likely find additional underlying symptoms that are beyond any staffing agency’s control. Things like low pay rates, companies not hiring people in, employees not getting a full week’s pay due to an equipment malfunction shutting a line down, and poor relationships with supervisors.
What we’ve found, however, is that we can control KPIs that drive toward reduced training and OT costs, like:
“People don’t leave their jobs, they leave their managers.” People are more likely to leave a company if they feel things aren’t being handled fairly at work. Managers are the ones who can align people and create positive feelings within their team and company – so use that to your advantage.
Quality of Candidates
Employees who are placed in jobs that are too difficult for them or whose skills are underutilized may become discouraged and quit. By carefully studying the requirements for the job and asking applicants the proper prerequisite qualifications, you can minimize the chances of this happening.
Engagement between the Associate and their Supervisor
Employees need guidance and direction – especially new ones! The absence of proper training (and communication) from a supervisor may cause employees to fall behind in their performance and feel they lack the ability to do their job.
Satisfaction – the associate actually likes being there!
The nature of the job itself contributes just as much as the manager towards an employee’s decision to leave. It’s important to note that although you may feel you can’t change the work itself – you can still give a sense of independence, more feedback, and a feeling of involvement in any role.
Taking a look a the underlying symptoms and addressing them will ultimately lead to an increase in productivity. So, what is your current productivity performance and how is it trending v. target? How are standards of performance measured for contingent staff within your organization?