| There is no question that employee turnover has a | | | | potential areas of concern. |
| significant impact on the financial performance of an | | | | ¨ Provide employees with appropriate forums to |
| organization. It is estimated that, on average, a | | | | express their ideas and to voice their concerns. |
| company will spend up to one-third of a new | | | | Consider setting aside a portion of your staff meetings |
| employee's salary to replace a departing employee. | | | | to brainstorm new ideas or to address concerns. |
| There are experts who believe the costs for | | | | Make sure the forums are non-threatening and |
| membership-based businesses could even be higher. In | | | | conducive to constructive discussion. |
| the fitness industry, employee turnover has a | | | | ¨ Provide recognition and reward. If an employee |
| recognizable impact on a member's decision to renew | | | | is doing a great job, let them know it! Reward it. The |
| or discontinue a membership. | | | | reward does not have to be monetary. Consider |
| Here are ten things employers can do to retain quality | | | | providing small tokens of appreciation such as cards, |
| employees: | | | | flowers, certificates of accomplishments, gift |
| ¨ Provide employees with a clear set of standards | | | | certificates, tickets to movies, concerts, or sporting |
| before the employee sets foot on the floor. Do not | | | | events. It's the little things that tell an employee you |
| make an employee "guess" or speculate about what | | | | recognize and appreciate their efforts. |
| you expect them to do. This wastes valuable time and | | | | ¨ Provide employees with an organizational culture |
| increases their frustration level. | | | | that is open, trusting, and fun. Celebrate your |
| ¨ Provide a comprehensive on-the-job training | | | | successes and milestones with the people who helped |
| program. Take the time to train the employee on each | | | | make them happen. Let them know they are an |
| aspect of your business. It may take time, but this | | | | integral part of the team. |
| investment will elevate the employee's comfort level | | | | ¨ Provide open lines of communication. Whether |
| and provide you with a well cross-trained employee. | | | | your organization is doing well or experiencing growing |
| ¨ Provide employees with a genuine role model. | | | | pains, keep your staff in the loop. By keeping your |
| As a manager/business owner, you have a | | | | staff informed, you are communicating to them that |
| responsibility to set the tone and expectation for your | | | | they are a valuable part of the team. In return, most |
| organization. If you want your employees to follow it, | | | | employees will go the extra mile for you. |
| make sure you are not just paying lip service. | | | | ¨ Provide your employees with respect. Show |
| ¨ Provide opportunities for professional | | | | your employees that you care about them, not only as |
| development. Consider sending employees to training | | | | workers, but as people. Practice the golden rule: do |
| seminars or providing them with other types of | | | | onto others as you would have others do onto you. |
| educational incentives. This provides for individual | | | | If you follow these simple ideas you will start to see an |
| growth and brings added benefit to the organization. | | | | improvement in employee moral, productivity, and |
| ¨ Provide ongoing feedback. Do not wait until | | | | retention. |
| review time to praise an employee or to point out | | | | |