Turnover – Part 2 of 2

So, how do you fix it?

1. Establish that you have a problem with turnover. Employees will leave from time to time, so make sure you actually have a problem before you make plans to fix anything. Look for patterns and determine if what you are experiencing is cause for alarm.

2. Identify the problem. Conduct exit interviews when employees leave – no matter what their role, or how long they were employed. Current staff might not feel they can be speak frankly, but remember, these employees are leaving, so they should be able to be honest about their reasons. Most importantly, listen to what people are saying! Whether in an exit interview, annual review, or just around the office – listen to what your employees say. Are they asking for more opportunities? Do they feel valued? Are there complaints? Each piece of information is a clue to help you identify what is causing people to leave.

3. Do something about it! Since this blog contains general advice, I can’t advise you on how to fix your organization’s turnover problem without knowing details. The best general advice I can give you is to take action. Acknowledge the problem, formalize a plan and take steps to correct the problem. Employees will notice. This is the first step to boosting morale and helping your organization heal after a bout with turnover.

Turnover - Part 1 of 2

Out with the old, in with the new?

Turnover is a huge problem for NPOs. For some, turnover has become so commonplace that it is considered normal. Some turnover is good for an organization. A change in staff can mean an addition of new ideas, talents and experiences. However, when an organization has a continuously changing pool of talent, the organization gets hurt – sometimes in ways we don’t always consider.

Productivity

I want you to think of how a train starts. The whistle blows, the engine fires, the wheels start to turn, and the train begins to crawl along the tracks. As more power is generated, the wheels turn faster and faster until, finally, the train reaches cruising speed. If the train were able to continue at this speed, it would reach its destination in no time! That is the ideal scenario, but that isn’t how train travel works. Trains change pace throughout the journey. Maintaining a consistent speed isn’t possible. Passenger trains must stop when people exit and can only restart once new passengers are seated. And remember that the train doesn’t start back at full speed. It must build momentum again before cruising at top speed. Now, imagine if each time the train got to full speed, it stopped. What if the train never got to full speed because it stopped all of the time? It would take forever to get to its destination. Sound familiar? If you have ever experienced turnover, it should. Starting and stopping is exactly what happens at organizations when turnover runs rampant. An organization can’t run at full speed and reach its goals if it always stops to let people exit.

Cost

Turnover doesn’t just impact productivity. It also costs the organization money (and time, which equals money). In addition to the easily identifiable costs associated with turnover, you need to consider what else is lost when an employee departs: time, knowledge and opportunity. What does this cost the organization? These are just three of many hidden costs associated with turnover that we don’t always consider – think about how much your organization may be losing.

Morale & Company Culture

Turnover is hard on employees. The repeated loss of coworkers can be difficult for employees in a number of ways. First, employees must pick up the slack. A constant change in workload can be taxing, both physically and mentally. This, among other things, can lead to employees feeling burnt out. Secondly, the departure of a colleague means the loss of a friend, mentor, or confidant. This, too, can be emotionally exhausting for employees. Lastly, when employees witness rampant turnover, they start to question why. What is wrong with the organization that makes people leave? Are there better opportunities elsewhere? Employees see the organization not being valued by others and begin to question its value as well.

The Big Picture:

Turnover isn’t just about what goes on at the office. How does an organization with a turnover problem look to the outside world? It looks unstable. An organization that is constantly changing leadership or can’t hold on to staff doesn’t instill confidence in its stakeholders, board members, constituents, or prospective donors.

Therapy…for an organization? Yes!

What exactly is organization therapy?

In the field of medicine, therapy refers to the act of caring for, or treating someone who is sick or injured. We all know that organizations themselves cannot literally become sick or injured; however, we might use the terms as a metaphor to describe the state of an organization or board. A chaotic structure or poor practices might make us feel as though our organization is injured, in pain, or ill. NPO Therapy is designed to “treat” your organization’s issues.

I am a specialized consultant who utilizes a holistic approach when solving the issues of nonprofit organizations. Much like a therapist, I listen to the challenge my client faces and help them find the right solution to their unique problem, while providing them with the tools to address future challenges.

How do you know if your organization needs therapy?

Just as you know when something troubles you personally, you know when something isn’t right with your organization. To be sure, ask yourself the following questions:

• Are you working harder, but not getting better results?
• Do your current conditions support your vision for growth?
• Are you employees burnt out?
• Is there resistance to change?
• Do you struggle to engage volunteers or board members?
• Are employees out of sync with the organization's mission?

If you answered yes to any of these questions, NPO Therapy can help.

Visit www.NPOtherapy.com to find out about how I can help your organization.