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Staff Management and Retention

There are many factors that should be considered when managing people. To cite the highlights are the means of employing, the methods in which the company finds candidates, choosing employees and integrating them into the company, keeping the employees informed, improving them, and rewarding them. Managing people is important because it spells the difference between the best and the mediocre organizations. Companies filled with poor management and resenting employees cannot prosper. Thus, it is important that managers consider their treatment of their staff.

Job Description One mistake in staff management starts with the job specification of employees. When employees are hired, they are usually selected in light of a specific job designed for them. It is important to consider that this is detrimental to the employee as well as the employer. For one, an employee who is trapped in a narrow job description will be forced to limit himself in what is written in his job specifications. This inhibits him to exercise his abilities in other areas which can make him feel restricted.

(Corcodilos, 2007) The employer likewise is affected. Employers cannot expect employees with very specific job descriptions to extend services to other departments or members of the organization in another

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field. Some employees will oblige, only if the price is right. Thus, managers and hiring specialists should create job descriptions that are focused on the job expectations of the employee yet open for additional responsibilities that may be assigned from time to time if agreeable to the employee. (Corcodilos, 2007)

Retention Employee retention is an important part of management. The costs of failing to maintain employees can be as much as four times the cost of a maintained employee’s salaries and benefits in one year. (Employee Selection and Hiring Strategies-Get the Right People on Your Bus, 2005) The costs include paying separation fees, benefits, documentation, re-hiring, re-training, and orientation. The problem does not stop with money. The time in which a position is left floating is posed as another concern.

It takes an average of 45 to 60 days to fill in a position. This withholding the additional time needed to prepare the new candidate to take on the role—trainings, documentation, and orientation. During all this time precious productivity is sacrificed. (Employment Staffing (Jobs), n. d. ) Thus, while the company is loosing money finding for a replacement for the position, it is likewise not earning in a sense. Eighty percent of staff turnover is accounted to mistakes in the selection and recruitment process.

(Employee Selection and Hiring Strategies-Get the Right People on Your Bus, 2005) Thus, it is important to create an outstanding and comprehensive recruitment process to avoid the problems of turnover later on. Apart from maintaining a good selection process for employees, managers should also manage their employees well. To promote employee retention, it is suggested that career advancement opportunities be given to them. This will make them feel less inhibited in their jobs and goals.

Another important factor is to be transparent with the employees in a right way. This may be done by updating employees on the profile of the company, what the issues are, and how the issues are being handled. Where applicable, soliciting help from the employees will also make them feel involved. This also works when their ideas are solicited and adopted. Recognizing employees is likewise important. More than money and cash benefits, recognition and pride will mean much to employees than anything else.

According to a Year 2000 study, the top five employee retention tools are (1) office social events, (2) flextime options, (3) seeking input from workers on company policies, (4) performance bonuses or increases, and (5) casual dress days. (Employment Staffing (Jobs), n. d. ) Simcoe (2007) further claims that loyalty makes employees stay, yet making them stay requires efforts to be made. Retention may result if there is a positive workplace, clear responsibilities, support from the management, perks, professional growth, and reward programs.

In return, the company who retains its employees keeps high morale, maintain the momentum of work, avoid the costs of turnover, and creates continuity within the workgroup. Interestingly, Kirsner (1998) states that retaining employees is not limited at holding on to them in the company. Companies should also focus on being good friends, remaining in touch, and being their partner. This, he claims, allows that person to continue working or helping the work of the company way after they have left the company.

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