PRINCETON, N.J., Dec. 3 /PRNewswire/ -- Hourly workers and their
supervisors say management gets failing marks when it comes to knowing how to
keep them, a new study shows.
More than 60% of the 749 hourly workers and 541 supervisors polled
reported that employees frequently discuss leaving and too few remain to get
the job done. The parallel study by management consultants Kepner-Tregoe,
Inc., found that in the past three years turnover has continued to increase.
"More than half of each group said that turnover has had a negative
effective on business results," said Kepner-Tregoe partner, John Middlebrook.
All this in spite of a frenzy of activity by top management. More than
two-thirds of both groups said their organization had made salaries and
financial rewards more competitive; 62% have improved benefits packages; 44%
have allowed employees to work at home; 38% now offer personal perks such as
laundry service, pets at work, and massages. Yet the exodus continues.
And the loss is crippling, especially when star performers look for
greener pastures. More than half of each group said the departure of their
best people has caused a loss of competitive edge, a decline in quality, and a
decline in customer service. 47% of supervisors and 38% of workers said their
organization had suffered financial loss as a result.
"It's no wonder that a mere 24% of workers and 44% of supervisors polled
in this survey think management's leadership is inspiring," said Kepner-Tregoe
partner John Middlebrook. "The workers and supervisors in the trenches bear
the brunt of top management's myopia."
What do the people in the trenches want? While money is a motivator, it's
not all important: 56% of the respondents didn't even mention money as one of
the top three reasons high performers are leaving. What they believe is most
important is the opportunity to advance, the feeling that you're valued, and a
conflict-free relationship with your supervisor.
But, they say, top management is ignoring these and other important needs:
-- 50% of supervisors and 56% of workers said they don't have enough
resources -- equipment, time, and employees -- to do their job.
-- 54% of supervisors and 61% of workers said they don't receive ongoing
-- 40% of supervisors and 59% of workers said they don't get recognition
for a job well done.
-- 47% of supervisors and 69% of workers said their organization doesn't
tie financial rewards to good performance.
It's time to drop the frills and get back to basics. "The current
approach to treating human resources is no different from the downsizing
days," Middlebrook says. "Only now, instead of throwing money away from the
problem, top management is throwing money at the problem." He adds, "If we
don't staunch turnover -- especially among the stars -- organizations are
going to lose one of their most critical advantages: their collective
SOURCE Kepner-Tregoe, Inc.