Supervision techniques cut employee turnover

Finding quality workers is not easy. In addition, most plants do not have a solid short- or long-term retention strategy to keep good employees.

Seven key approaches can decrease turnover.

• Positive feedback. Providing praise when praise is due is the No. 1 method production managers must utilize to increase retention. Personal attention from the supervisor in the form of verbal comments or written notes is the most effective technique. Activities both inside and outside the work setting are second in importance. Provide certificates of appreciation, awards, lunch or special parking. The feedback must be real and sincere. Each laborer is a unique individual, so be sure to gear rewards toward the person.

• A feeling of “being in on things.” Receiving information concerning department, plant and industry conditions ranks No. 2 in survey after survey regarding why personnel stay with organizations. Consider using weekly meetings, newsletters and suggestion systems to keep staff informed.

• Fun. Provide associates with opportunities for appropriate play. Jobs are more enjoyable and problem resolution is more innovative. Play is not unproductive or the opposite of work. Fun environments actually increase productivity and decrease turnover.

• Communication. Communication is critical in the manufacturing industry. Foster open discussions by getting to know team members, responding quickly to questions, clarifying vague or conflicting messages and providing positive and constructive feedback. Encourage expression of contrary viewpoints and do not “shoot the messenger.”

Body language and the volume, pitch and pace of the voice contribute to the message. Use active listening skills by maintaining eye contact, minimizing distractions and using gestures reflecting interest. Focus on understanding the message before responding. Clarify meanings behind atypical nonverbal behaviors.

• Delegation. Delegating tasks increases job commitment, morale, enthusiasm and initiative. Unfortunately, many supervisors do not delegate when they should. Reasons include lack of time to explain the task, a desire for perfection, fear of failure and feelings of anxiety toward surrendering authority. However, delegation provides numerous benefits to managers, including a reduction in stress, an increase in available time and accelerated promotion opportunities.

• Constructive feedback. Two questions must be asked before a superior has the right to counsel a subordinate. Does he want the individual to succeed? Is he treating the team member the way he wants to be treated? Heartfelt answers to these questions will definitely flavor the content and style of presentation. Apply consistent practices. Approach the person as soon as possible. Communicate specific behavioral facts. Mutually determine improvement goals and establish follow-up dates. Observe correct behaviors and provide positive feedback. Render additional coaching if the inappropriate behavior is repeated.

• Performance evaluations. The content must include an accurate assessment of the satisfactory completion of job duties and goals. Review the ability of the worker to display appropriate behaviors based upon the personality characteristics critical for success in the position. A timely meeting and positive attitude from the boss are crucial.

Stop spending an inordinate amount time and money recruiting and training new production workers. Start focusing on exceptional supervision by managers and watch turnover decrease.

Lynne Haggerman is president/owner of Haggerman & Associates, a firm specializing in management training, retained search, outplacement and human resource consulting. She can be reached at lynne@haggermanandassociates.com.