Controling Your Turnover: Resource from PayScale Inc

Healthcare employee turnover was 19.2 percent in 2015, according to a Compensation Data Healthcare survey. With employees coming and going, productivity, moral, privacy and security compliance can be affected.

When employees — especially experienced employees — leave your company, there’s an unavoidable disruption in productivity, according to the Reference for Business website. Other employees may be pulled off their jobs while you search for a replacement; when you do hire a new employee, he’ll require weeks or possibly months of training before he can produce at the level of the former employee. Keeping the experienced employee avoids these upheavals.

Managing turnover is about creating a workplace that supports high performers while providing a means to efficiently and fairly weed out poor performers who compromise company goals.

In this 13-page eBook, explore why turnover matters and what it really means to manage it.

Download this free eBook, you’ll learn:

  • Why turnover is important to measure
  • How to calculate monthly turnover
  • Why low turnover isn’t always good

Download Now

How to Decrease Turnover

  • Implement a tracking mechanism – Know exactly where your turnover rates AND costs of replacement are department-by-department and by job type. If you are flying blind, you can’t fix anything. There are new, cutting-edge scheduling and staffing systems that can pinpoint trouble spots by reporting churn rates and even estimated replacement costs (in dashboards or reports) so you can implement corrective action quickly and efficiently.
  • Empower your employees – Without losing control. A large part of staff satisfaction is accountability and autonomy. The Internet is enabling a more collaborative and transparent world, so embrace it. There are scheduling systems where staff can have more autonomy of their work schedule while your managers maintain complete control over who works when.
  • Listen and show that you hear them – Many organizations fall into the trap of asking questions (Staff Satisfaction Survey) and then ignoring what they hear/learn. Asking and ignoring is a recipe for unhappy employees. Your employees don’t know they are heard unless you tell and show them how their feedback is changing the organization.
  • Don’t just hire a body, hire a good fit – cultural and ethical fit of a potential employee is very important. Spend time interviewing and ensuring your organization is a good fit for this individual. I know many regions are strapped when it comes to finding clinical staff to decrease vacancies so you tend to on-board anyone that has the credentials, but if that person isn’t a good fit they are either going to negatively impact others or will leave.