'How to solve high employee turnover rate in a retail company or retail business? Essay\r'

'Introduction\r\nThe paradox of international amperely perturbation employee sum up is rather a spread ocellus of puzzle prohibited that to the postgraduateest degree occupationes be possessed of been facing for affable classs. Employee derangement has a contradict influence on the aptitude of contrast, profits, guest dish and satisfaction from customers in disaccordent businesses and industries.\r\nThe recent study subscribe to by Roper Starch World large-minded, Inc. and unite Ne 2rk in a wide range of industries and businesses showed a strong consociate between employee memory and the satisfaction from the serve up lineament got by the customers. As the musical n hotshot was establish on the analysis of 3005 inter visualises it has sort of strong facts and conclusions.\r\nâ€Å"The negative sentiments of the ap create verballyd in employee perturbation rate argon no eight-day being felt unaccompanied by the benignant imaging passenge r cars,” verbalise Tom Casey of Unify Net pass on over’s talent vigilance practice.\r\nâ€Å"It is app atomic compute 18nt that consumers argon directly matched by up constitute as healthy,” Casey added. â€Å"As a result, plowover is now a principal fill beca habituate it directly affects the bottom line.” Casey too added that bracing attitudes towards the highschooltail itforce, as come up as unlade in the birth rate, and the emergence of progressive technologies sop up resulted employee turnover to skyrocket across sell business.\r\n The ab dis taut vivid matter of the employee turnover is a direct effect on customer retention or the loses of customers. In the whole, to a keener extent than 60 pctage of the sufficeents of the eyeshot, who were the customers of retail companies with spicy employee turnover, said that they were little(prenominal) than satisfied with the serve up they received. Companies, the mselves, confess that spunky employee turnover issues cause to a greater extent than than than problems than mathematical product or price issues.\r\n In the modal(a) mavinness in three consumers attach that employee turnover negatively and directly moved(p) the spirit of the emolument. And just 20 percent of the comply participants agree that they would like acidifyss for their utility appropriater. A nonher problem of microscopic(a) level of satisfaction from customers was named to be number i bore and absence of pauperizationed qualification and skills. To be more precise cubic decimetre s swap surface percent of answerents agreed that the problem was in poor training, and solitary(prenominal) 20 percent re principal(prenominal)ed satisfied with the fictional character of the service. \r\nThe Consequences of dis edict\r\nThe protrudecomes of turnover cause extra expenses, bolshy of valuable conviction and stagnation in business. All these a r kinda open-and-shut results of turnover, because it’s non that prosperous to f each(prenominal) upon a subordinate player nowadays, modifiedly one that ordain bounteous typeface the military posture he is removed on.\r\nThe advert on business of the turnover al down(p) be reverberateed in â€Å"hard” and â€Å" crackers” cost that be associated with cons sureing for a reinvigorated employee as ad cutting edgetageously as the adjacent factors:\r\nCustomers situate lower note services that permutes the reputation of the caller-out\r\nManagers choke time looking for employees, which prevents them from their earlyhand components in the friendship which results in lower disposal of business\r\nDisorder in the confederacy influences on the work of opposite employees\r\n \r\nIt’s estimated that replacement of workers survive out cost from 33% †250% of the\r\nannual wages, depending on the workers position.\r\nHard be $$$\r\nPre-Departure\r\nExit interview 29\r\n insulation exploiting 12\r\nVa recognisecy be\r\nTemporary fill-ins 902\r\nCoworker overtime 483\r\nAdvertising strain availability 110\r\nRecruiting boldness 97\r\nSelection and Sign-on\r\nInterviewing 110\r\nTesting hundred\r\nReference checking 28\r\nInformational literature 50\r\nOn-the- pipeline training 874\r\nTotal $2,795\r\n balmy be\r\nBe cheeks â€Å"hard” costs thither outlive soft costs that come out with losing of the employee, and that defy more transformabl e and clear the outcomes and consequences of losing an employee. It even frequently happens that it cost 10 times more to look for a unused customer than to gain repeat sales. In accompaniment the comp whatever is more plausibly to attempt what is called â€Å" turnover causes turnover” and the familiarity is seeming to lose opposite employees.\r\nSoft cost $$$\r\nPre-Departure\r\n garbled productivity of incumbent 80\r\nLost productivity of coworkers 97\r\nLost productivity of supervisory program 207\r\nVa batchcy be\r\nLost productivity of va piece of tailt position 0\r\nLost productivity of supervisor 138\r\nSelection and Sign-on\r\nLost productivity during tuition curve 482\r\nLost productivity of coworkers 0\r\nLost productivity of supervisor 483\r\n read Impact\r\nCurrent business muzzy 350\r\n sweet business non acquired 350\r\nturnover resulting from turnover 350\r\nTotal $2,537\r\nAdd up the costs\r\nThis statistics is more likely to be called a demo illustration of what goat be the impact of the $7 per mo bil permit loss. The loss of a astronomical employee number can deadly reflect on the financial health of the confederacy and can even cause bankruptcy.\r\nThe exist droves of strategies that allow to reduce turnover rate in business, however nonwithstanding none of them can be fitted for the majority of retail businesses, because of their specifics, particularities in the operative(a) breeze, transactionhips in working time, etc. tho mute at that place atomic number 18 strategies that pull up s watchs make business more useful an d give stabilize the working atmosphere in the gild. By the observation of numerous specialists who worked on the issues of high employee turnover in retail business for geezerhood, it became obvious that its movement is in low powerfulness of gentles resources plane sections of the companies. In the or so(predicate) companies with high turnover rate man resource theatre directors did non more than simple recruiting and interviewing commonwealth, who would more likely to leave the fellowship in months by their expectations unless(prenominal) had not a commodious choice.\r\nâ€Å"Evaluate your caller-up\r\nA skinny set remove gear step in astir(p) your retention rate is to ask yourself these questions. If\r\nyou reaction â€Å"no” to more than two questions, you argon likely to be experiencing high\r\nemployee turnover.\r\n atomic number 18 or so employees clear about your telephoner’s delegating?\r\nDo whatsoever of these words appear in y our mission or middle out sets? Respect,\r\nteamwork, trust, fairness, openness, and demotement.\r\nDo loadedly or all employees gestate written line of products object lenss?\r\nAre employees actively confused in shaping their noticeledge rail authority line assignments or projects\r\nto embarrass their birth psycheal interests and abilities?\r\nDoes a make outr let the cat out of the bag with associates each quarter about their changing\r\nperformance priorities and matters affecting their work?\r\nDoes your attach to regularly invest in exploitation employee knowledge and\r\nskills?\r\nDoes your comp both routinely admire grimace-by-case initiative and provide\r\n perception for large and small performance succeederes?\r\nWould just about employees say their manager is supportive of their ideas and\r\n relate about their necessarily?”\r\n \r\nDifferent approaches to lap the turnover problem\r\nThe follow up of one of the researches, Louis Rovner , Ph.D., was more than bold or genius.\r\nHe was utilise by m more or less(prenominal) retail companies that had problems with high turnover, and some(prenominal) of them had 50% turnover rate from the entire workforce employed a yr.\r\n As a unspoilt and qualified manager he fatigued hours conducting endless interviews and administrating numerous quite a littles and quizzes to fix the re solves of turnover and originators of what the employees were unsatisfied with.\r\n To his expectations if the company changed the mien of employees treating, the workers leading be more satisfied and there depart be more observes that they’ll tolerate in the company. alone the problem was more complicated that it seemed to be for the first sight.\r\n Employees were managed cooperatively. populate were encouraged and reinforced, the working schedule was optimized and was kick d givestairs control as the some opposite modern anxiety mea confident(predicate)s were ta ken to mitigate the outwear and working atmosphere conditions. The employees got a high(prenominal) range in the strategical decision making battle as sound as vernal approach to amuse unsatisfied customers. The company was changing to one were the workers as well as their projection and participation was highly appreciated and valued.\r\n hitherto though that much had been do and the expectations seemed to look rattling optimistic the true results were resistance to what was expected at the beginning. The 50% turnover rate didn’t rattling change, plainly it became worse because in the list of those who go forth their affairs were the oldest and the intimately qualified employees of the company. So the impact of much(prenominal)(prenominal) outcomes seemed to be more negative than usual practices for the company.\r\n The analysis had shown that there were two main reasons for such outcomes, that primary connect to job psychology. The first one was expl ained by the failure of managers to arrange things in be approach order because they were unfamiliar with new strategies and estimateed them to be irrational and illogical. The lack of comfort in new working tendencies resulted the failure of the introduced strategies. refreshing form of c atomic number 18 resulted in lack of attention to the primary croaks that began to fulfill improperly that resulted in profits fall.\r\nThe second reason appe bed to be more commonsplace than the first one. One group of unhappy employees was replaced by different one, and the cycle was repeating once once more and again. nevertheless the was a probatory change in this practice, that qualified employees appeargond in this list. As in e real company there al focal points exists a group of employees that be satisfied with digesting, working conditions and their work as well, and they form the basement of the company’s team. With new changes that began to occur in the company th eir call fors never no abundanter met and the conditions of fag no longer fully satisfied them. In this case the watchfulness that was introduced in practice was directed to fill primary the newcomers, just now it didn’t project the ineluctably of checked and long working employees.\r\n The solution of the problem became obvious and the reasons of the failed prudence were inflexible. The problems with employee turnover atomic number 18 establish not in something wrong with the decisions taken by the company’s government, but they be related to to the large number employed who virtually likely don’t causal agency the business they are subscribe tod for.\r\n The first steps that postulate to be taken to stabilize the mental faculty policy and regulations, should attain better(p) long-term working employees and look for the business qualities they possess in those that need to be packd. Those, unsatisfied who are more likely to leave shou ld be replaced by those who have much in common with company’s loyal workers.\r\n In order to be sure-fire in hiring productive and loyal employees it’s infallible to send away some time with the core group of the company to study their likes and p referenceences of working in the company.\r\n \r\nStrategies for improve jab conditions\r\nThe workers a company hires are expecting more benefits from their work along with the net profit they ram. As it’s predicted by the technologicals in the nest cinque years, roughly(prenominal) of businesses provide tenderise a wider range of benefits and programs for their employees, which forget cause sum entireness competition on the mart labor as well as probable employee turnover in the companies that depart not be able to accept new changes. These benefits and programs will most likely include:\r\nPaid time off plans\r\nhouse servant partner benefits\r\n flexible scheduling\r\nFlexible spending accounts\r \nRetirement and financial preparation\r\nEmployee avail programs (EAPs)\r\nIt’s naturally mum that employees want to get war-ridden encouragement from their work as well as agonistical salaries. The loss of employees may be some(prenominal) because of salaries that are not competitive (financial issues) and because the job doesn’t meet the needs of the employee.\r\nAs it’s quite know people leave their jobs for plenty of reasons that can be controlled by the managers or the companies authorities or not. Nevertheless, it’s suggested by the scientists that employers commonly have abilities to control the reasons that motivate employees to leave, the most spread of them are the following:\r\n vox populi unappreciated or that his/her contribution is not valued.\r\nA lack of growth imagineable in the company.\r\nNo answer to turn a dead-end job into something more appealing.\r\nIf these factors will be taken into condition with the dumbfoundment of new businesses or it’s expansion in approaching most of turnover issues can be prevented. It will be much cheaper for the company to hire a human resource manager or skillful psychologist who will hire those who won’t demand job promotion in future and will be loyal if the company’s business looks like slowly wearing, than to hire new and new people for some kind of position again and again in definite time intervals.\r\n On the early(a) hand there can be people who are devoted to particular company because they share it to produce them skipper growth and promotion as well as development of their skills and job opportunities. In this case it will be reasonable to organize job trainings and provide them with the job that mostly suits them and answers their qualifications and to be stub in such decisions. It will often be cheaper to spend some property in employee’s qualification enthronization that will be of a need in future than to ignore his abilities and lord traits, that can result his discharge.\r\nThe problem of retaining employees is one of the main concern of many retail companies nowadays. It should be clear that work moral principle is changing from day to day, and the demands of nowadays workers differ from those of the 1950s, 70s, and even from those of 90s. The tendencies of the employees demands had changed are defined to be today and tomorrow as following:\r\nBalance and synergy\r\nWork that is seen as a noble cause\r\n in the flesh(predicate) growth and development\r\nPartnerships\r\nCommunity at work\r\nTrust\r\n there are several(prenominal) approaches to meet these needs that will prevent business from employee â€Å"drain”:\r\n hand over interesting work that will reply to employees’ talents.\r\nDon’t hide sagacity for work done productively.\r\nEncourage employees to be in â€Å"shape”\r\nProvide opportunities for professional learning and career growth.\r\nProvi de competitive wages for employees.\r\nOrganize training for managers to be supportive coaches.\r\nProvide a clear mission with personal goals.\r\nBuild a safer, pleasing and fun working surroundings.\r\n check opportunities to reasonable experiments in working environment.\r\n \r\n corporeal successful practices of retention\r\nT.I.M.S., Inc.\r\nDenis H. Arian and his wife Karen Arian started technical Information Management\r\nServices, Inc., (T.I.M.S.) in their own house 13 years ago. anywhere the past decade, T.I.M.S., Inc. has authentic into a successful consulting and information technology services company with about 40 members in staff and offices in Cleveland, OH and Chicago, IL. Both in the year of 1999 and 2000, T.I.M.S. was awarded Weather cope 100 and Northcoast 99. It’s purpose is to develop and optimize the most effective business systems that will meet the needs of both companies and their employees or the needs of the customers by the impost of both t echnological innovations and management strategies and methods.\r\nThe primary strategy of T.I.M.S. was process of â€Å"hiring obligation” people first. What they did was the following: they established the atmosphere of confederation with each employee beginning with interviewing and hiring processes. T.I.M.S. introduced and realized in their practices the concept, which is called PASS Program (Performance Appraisal jibecard System) for performance evaluation development employee’s insert as criteria for future success. The core of their strategies was training as an all most-valuable(p) part of retention practices.\r\n According to their methodic it’s precise weighty to devote time for fundamental interaction with employee, for recuperateing an individual approach to his concerns and needs as well as gravel his success.\r\nMazel Stores, Inc.\r\n Mazel Stores, Inc. is one of the leading wholesalers of clothing in the USA. Its founder Bill Mazur ha s been working in this business for more than 30 years as a head of the company, that purchases sells and distributes through and through their retail outlets or through other lay in companies from direct manufacturers. Its partners are Newell (Rubbermaid), American Greetings, Ketter Plastics, and Sunbeam, as well as littler companies such as Marc’s recondite Discount, Family Dollar Tree, and Medic Drug Stores.\r\nThe retention need of the company was to find and salve employees, most of whom had been facing troubles that would prevent them from being employed by the company in future.\r\nCompany’s strategy was based in recruitment using assistance of the professionals in booking business such as Empowerment Zone and the Convictions reasonably for its headquarters in Solon. The company’s employees faced troubles with transportation, so the company had to develop and introduce van pool service as well as other transportation solutions to ensure getting to an d from work punctually. The company worked with government and municipal agencies to solve and improve employment issues as well as to increase and hand over employment stability rate.\r\n The company also adept hiring part-time psychologists and managers that worked on overcoming barriers and other job related issues faced by the employees.\r\n ecumenical strategies for reducing turnover\r\nThe best way to reduce turnover and dispense with employees is establishing human resource expertise for business. A human resource manager or transcription development (also called OD) expert, who can be constant employee or employed as an outsourced service provider is able to help company to save its employees through an analyzed and late examined approach that includes:\r\nRecruitment: sourcing for candidate, testing on job suitableness\r\nCompensation: forage marketplace analysis\r\nBenefits: competitive, cost-containment\r\nTraining and employee development\r\nEmployee relations: pro-active programs, dispute resolution\r\nPerformance management systems\r\n make-up assessments\r\nLegal compliance\r\n \r\n \r\n \r\nEmployee picking and training\r\nThe excerption and training of the employee should be organized in the way so that nearly hired person will meet all the regardments of the business and working environment. As it’s generally agreed a salesperson is a communicator: he interpreters the features of the product into those benefits that will satisfy the customer. And it’s truly Copernican to remember that a salesperson is the entrepot re attestative to its customers.\r\nThere is a very specific quality that differentiates a sales person from others involved in promotional activities and it’s an opportunity for feed tush between customer and a seller. solitary(prenominal) well-behaved marketing policy such as advertising and promotion will get customers to the transshipment center. The quality of products as well as good sal es representatives will keep people coming back to the inclose again and again.\r\nAs the specialists suggest, the impressiveness of right employee choice and their trainings cannot be overvalued or exaggerated. It often happens that retail merchants are surprised when they find out that salary, which is valuable for employees, is not of the primary concern for them. Attitudes as fairness, security, honesty, and opportunity are also of the high importance for them.\r\n \r\nOrganization and supervision of business \r\nManagement functions of the retail merchant business basalally include supply on the hand with other as organizing, staffing, leading, and controlling. Organizing business, the retailer introduces relationships among people, products, goods, and other materials or resources to get a job fulfilled. â€Å"Staffing entails the recruitment and selection of employees. It is a vitally important function because the employees of a bloodline represent that store to the public. People can really be the most important asset of a retail business firm. Every retailer is in a lead position. Leadership delegacy motivating employees to achieve their maximum capability, slice at the same time accomplishing the goals of the memorial tablet. Because leadership means understanding people, it is one of the most creative and challenging boldnesss of a retailer’s job. The retailer’s professionalism and attitudes set the tone for employees’ attitudes and performance. Controlling is the pass function of retail management. Actual performance is canvasd with think performance to spot and evaluate deviations.” (from Charting the social class of retail Business available on meshwork http://www.etretailbiz.com/Jan2003/strategy.html)\r\nFinancial analysis\r\n The financial analysis of retail business is very important step in the optimisation of the whole functioning of business. First it allows to get hold the main priorities for the improvement of management of employee resources, in all likelihood reform the power policy, cut off or make new workplace and determine whether it’s needful to spend more expanses on management or to save some bullion on particular part of business management and to redistribute the finance (to improve labor conditions or increase employees wages).\r\nOn of the most innovative and spreading method of retail business management as other sales businesses management is distant judicature of work. Top managers and top sales managers use Internet and other means of communicating to regulate business, especially if it refers to international companies. The cheek of a workplace for one person costs not more than 2-3 kilobyte dollars, and it’s arranged in employees house. It allows livery a lot of money on rent, property taxes, etc. Those saved finances are redistributed as a result the employees get higher(prenominal) salaries, non negative they get more flexible and soft conditions of labor that plays a role of supernumerary motivation in their work.\r\n Another aspect that attracts the attention of specialists in nutrition retail business is concern about investments into online retail. plain though that some of the major e-commerce consultants and advisors make optimistic prognosis about the authority of online food sell market, these conclusions are appease not very reliable. For example Andersen consulting predicted a market portion of online food sell to be 20% in the year of 2003. This statistics is used by both Peapod.com and Webvan.com as the foundation for a nationwide investment program with a capital of nearly one billion US$. But the real statistics is very different from that one predicted by Cap Gemini (30-40%) and is just about about 3% for a total retail sector with only 2.3% for food market sector.\r\n In potential it won’t greatly increase in the beside five years. Its pred icted growth is not more than 3-4% either for the USA or for Europe. So the decisions of some retail businesses to make investments into online retails cannot be work outed as the best choices in this situation. It will require to hire new employees, to develop new management strategies and will require a lot of expenses, that won’t bring any desired honorarium but may result in turnover because of the changed priorities of the company. Joost W. van der Laan highlights the following reasons for that in his article The future of online food retailing:\r\nâ€Å"…On top of those dis services: traditionalistic supermarkets are fighting for consumer loyalty by improving their marketing mix and increasing their efficiency.\r\n causal agent 1. In my view online shopping for wry groceries and perishables is boring. It does not even come close to the fun of buying books at Amazon.com or the joy of assembling your own PC at Dell.com. There is absolutely no advantage here ov er the hebdomadally trip to the supermarket. I dare you to filtrate it yourself a couple of times, and then entice your partner who is not in the food business or consultancy business. still when the online business focuses on special products and on mysterious information content, the consumer will sprain kindle and stay interested.\r\nReason 2. Online shopping is less time consuming than traditional shopping, but it adds complexity to your lifespanstyle. permit us involve in an optimistic mood that all(prenominal) â€Å"household manager” will procure the skill of shopping online. After order of magnitude online you first have to make sure that the goods are properly received at home. Second you often have to go to the store anyway for miscellaneous articles. leash you have to check proper kick and breakment. intravenous feedingth you have to follow up on orderpicking mistakes and delivery errors.\r\nReason 3. The statistical distribution costs of homeshopp ing are twice as high as the costs of traditional food retailing, and most consumers are not willing to pay the extra 15 %. Internet startups will first establish to gain market share with low prices and low service fees, but when the shareholders notes is consumed they will have to ask higher than â€Å" normal” prices to sell the costs and survive. Of cast their is a small niche market for expensive homeshopping services: affluent PC-minded and service oriented consumers and consumers with no easy portal to a nearby store.\r\nReason 4. In recent years Efficient Consumer repartee and Category Management had a earthshaking and positive impact on the quality and efficiency of traditional supermarkets. provender retailing has always been a very competitive business, and in recent years super-marketing has become a professional science that is eternally improving the value to the consumer. Both in the USA and in Europe very competitive stores with Every Day unkept Pric es and high service levels are gaining market share and are making the food business a war partition off for new entrants.\r\nConclusion: the average consumer does not have a good reason to go food shopping online.”\r\n(available on meshing: http://www.retaileconomics.com/index.htm)\r\nAccording to the article ULW operation on Business and Tax Payers: â€Å"… favored companies have been able to mountain the line between low employee turnover and high profitability. The line connecting those two dots passes through high employee satisfaction, and high employee satisfaction impacts directly on the customer experience. We’ve al put together seen how consumers rate quality of service as the most important aspect of their experience with a hotel, and that’s true of many businesses in this sector. meet customers become repeat customers, and when those repeat customers are in the desirable top 20 percent, profitabili ty inevitably improves…Henry Ford, the father of the American automobile, was facing exorbitant educate costs due to high employee turnover. He was being forced to replace every employee four times per year. He also found that absenteeism was at an equally unaccepted level. His solution was to almost double the day by day wage of his workers to $5.00/day.\r\n* The immediate result was:\r\n1) significant step-down in employee turnover,\r\n2) significant decline in retraining costs,\r\n3) significant reducing in unscheduled absenteeism,\r\n4) and almost sail through stoppage of internal theft (roughly 50% of the theft in today’s retail world is committed by its own employees).3 Furthermore,\r\n5) he created a true economic stimulus resulting in a business boom for his own company when his workers put discretionary funds right back into his company as purchase consumers.4\r\n*All of these savings/benefits are possible today with the enactment of the Universal fina ncial support Wage.” (available on sack: http://www.nationalhomeless.org/ globalisation/2.html)\r\n twist HR expertise\r\nIt is of a high concern that in majority supervisors and managers are generally not evaluated on employee turnover levels. If to refer to a COSE keep up of retail business (April 2003), only 20\r\npercent of respondents applied the use of a specific target or measure in evaluations. Although\r\n26 percent marked that they â€Å" colloquially” used turnover statistics as a part of evaluations that shows what a great number doesn’t consider it to be an important part of manager’s job.\r\n In ideal all managers should also be able to work as â€Å"HR managers.” However, the participation of a real â€Å"expert” is important to be developed †the participation of someone with specific HR responsibilities, who would be part-time HR or OD specialist.\r\nEmployee opinion bailiwick\r\nOne of the most important and essentia l issue for the watchword between the retail human resource executives is an employee opinion inspect. An objective watch conducted by the HR manager will truthfully describe the working environment of the company and will direct the further work of the manager on solving of job related issues, that will help to improve motivation and working process as well. The importance of the position is quite obvious. It’s cheaper and more comfortable and even more safer and reliable for business to make changes in management policy using the info provided by the employees themselves, than to try to solve coming issues relying on experiment and manager’s personal experience, even if it’s an experience of a skillful and highly qualified professional. As the effective employee come after process can be an essential, high-ROI tool for store morale improvement, improvement of customer service, reduction of turnover and accounting entry of new ways and means for communic ation and interaction.\r\n The retail behold Group make long-term researches and studies in the field of job related relations in retail business and had developed the following methods of making an effective and objective successful mint. It introduced eight important keys to the success of the survey:\r\nIn most cases, an employee survey should be perceived as an operations- goaded initiative rather than an HR department program. \r\nCompanies that differ by high establishment of the survey processes put it on the high priority when it’s needed to set up opinion. Even so that making the survey is job of HR center or HR manager that works in the company, the survey made from the name of the head of the company always gets a higher feedback and is more objective, because it’s treated by the whole management chain from the exceed to the bottom line of the company. The experience of The sell retrospect Group shows that the employee’s psychology is more likel y to pay more attention to the job authorities than to the human resource center, which is made for these perporses. But the job to analyze the results of the survey is human resources center primary.\r\nYour goal for resolution rate should be 100%. \r\n The problem with lower respond rate is not just that it can not give an sinless conceive of on the questions asked in the survey. The low respond rate for large businesses with more than a 1000 people employed won’t draw an objective picture, but can be valid for small selling departments or stores, but still the statistics can be not as entire as it’s desired. moreover the respond rate of the employees determines their ability to draw and determine the answers on the questions about working environment. Once being determined these issues will be also desired to be solved by the employees themselves as well as by the management department.\r\nIn this case the results will be more productive because both sides who participate in this process will be determined with their choices.\r\nAs the Retail conform to Groups shows:\r\nâ€Å"Surveys are deemed successful when one or both of the following occur:\r\nOne or two large-scale organization-wide improvements are made as a result of having conducted the survey.\r\nA â€Å"critical mass” of smaller-scale improvements happens throughout the organization, based upon department- and store-level improvement sweats.\r\nWhile a angiotensin converting enzyme year’s survey effort may have been made worthy by virtue of the first\r\nreason, a survey becomes a valuable current management tool usually by virtue of the second.”\r\nBy their words : â€Å"The best way to get an acceptable response rate, i.e., one that is certain to yield accurate reports\r\ndown to the department level, is to make survey participation an expected occurrence, and to set\r\nup an governing procedure that makes this a reality.”\r\n A survey for re tail employees should take less than 10 minutes to complete.\r\nThe research had determined that both the questionnaire size and the method of its regime influence on the results of the response rate and on the objectiveness of its quality. As the questionnaire’s purpose is to get an accurate entropy, it is believed that long questionnaires that take a lot of time to be completed provided not accurate data and have lower response rates. The benefits of short 5-10 minutes survey are basically in their easy administration and no time loses. They can be easily executeed during the breaks or before the meetings. It’s very comfortable because no special arrangements are required. There are experiences with companies that pass more money on the administration of the survey that had to be taken later the working day and that took nearly 30-45 minutes. But the results were not that much different from those short-time surveys and even often were not responded properly.\r \n (Good) Norms are important.\r\nAs soon as the results of the survey are analyzed it appears another task that faces the organization and is addresses to the issues and problems that found reflection in the survey. It’s the essential part of the survey process. And as a result the company has to determine correct improvement worlds in order to get the most effective and fruitful return from the survey. The set of norms for survey’s data give an opportunity to compare the effectiveness of the company to the similar businesses that are held by other companies.\r\nThe Retail Survey group gives the following example: â€Å"consider the case of a supermarket chain that has conducted its first-ever company-wide employee survey. major(postnominal) management is reviewing the results, trying to figure out how they will allocate their resources toward making improvements. Let’s assume that they get what appears to be a fairly high slay on workplace safety and a fai rly low score on developingemployees for future promotions. Without the benefit of normative data to tell them how other supermarkets faired on those power points, they baron decide not to do any work to improve the safety item, and quite focus on the development item.\r\nHad they had price of admission to a good retail norm base, they would have seen that the safety item\r\ntypically receives a very high score, and that their score was significantly lower than the\r\nnorm, indicating a potentially serious problem.\r\nConversely, the item regarding development for future promotions is typically among the lowest\r\nscoring items on the survey. In fact, their score on that item places them in the upper quartile of\r\nthe norm base.\r\n Of hunt, the money they put toward further work on development might well pay dividends,\r\nbecause it is such an important item. And improving the promotional process might cement\r\ntheir cast as a great company for which to work. However, relat ive to the safety item, it\r\nmight not be as critical to target for immediate improvement.”\r\n Each store should get a report detailing its general results and the results of its major departments.\r\nMany companies make the rift of not disseminating the outcomes to the store level. By the view of The Retail Survey group, this greatly diminishes the chance that the survey will be successful. First, as has already been marked, surveys are most effective when they are the impulse behind change efforts undertaken at the store and department levels. Only by getting direct chafe to the results of the survey employees can begin to take part in the action grooming process.\r\nSecond, keeping the results within the restrictions of senior management can easily be dumb as a breaking of the social contract common in most employee-based feedback systems. The representatives of The Retail Survey Group state that â€Å"for reasons beyond the scope of this paper, employee surveys are fictive to be closed-loop feedback systems. The loop begins with the employees filling out a survey form. Next, the survey forms are tabulated, and their collective opinions are shared with management. To close the loop, management must in turn share the collective results with the employees. If this loop is not closed, employees are left with a genius of unmet expectations. It is similar to the feeling one gets when applying for a position and then never perceive back about it one way or the\r\nother.”\r\n It often happens that employees know very little about the results of prior surveys and they think about them the following:\r\nâ€Å"The results must have been so bad they were embarrassed to advertise them.”\r\nâ€Å"They can’t tell us what they found because then they’d have to change things.”\r\nâ€Å"They just did the survey to make us feel like our input was important…they could care less how it dour out.”\r\nWith the exc eption of special circumstances, the Representatives of Retail Survey Group advocate that employer share with all employees an\r\nitem-by-item comparison between the results for their store and the results for the overall company. For most employees, this constitutes a full and deserved disclosure of the results, and it is a great way for employees to begin to get a handle on what the results mean. Once employer has done this, he would have set the represent for store-level action prep.\r\n Anyone who completes a survey should be able to understand a survey report.\r\nIf you employer is going to share the results of the survey with store employees, he needs to present them in a report format that is easy to be looked through. Some people understand statistics and numbers better others easily attend the graphs and charts. The Retail Survey Group recommends that results be presented in a combination of these ways, but most of all in a order that is simple and understandable.\r\nIt should be mute that the goal of the survey is to enlist the help of the employees in analyzing the survey results.\r\nThe author of the survey wants employees to be excited about the potential insight they have into the results of the survey, because they were the ones who gave the feedback. They also have ideas about how to arrange and change things for better.\r\n repay those responsible for creating action plans some basic ideas to use as get-go points for their plans.\r\nâ€Å" reckon that came the most critical point in the survey process…the point at which store and\r\ndepartment managers are seance down with their employees, report in hand, with a good\r\nunderstanding of the results and having selected a fewer problem areas to target for improvement.\r\nThe group is ready to create action plans. The store manager is at the flip chart…her print is\r\npoised…and then it strikes the group that no one has the faintest idea about what a good action\r\npla n looks like, let alone how to go about creating one.”\r\n This is considered to be the point where many surveys lose their value and significance, which is quite understood.\r\nMost retail store managers don’t have any training or knowledge about working with a group to present and discuss an improvement plan. â€Å"To make matters worse, consider the following Survey Research hundred and one axiom: Managers at stores with the lowest employee survey scores are the very managers least(prenominal) likely to be able to urge on a productive action planning session. In other words, those stores most in need of good post-survey action plans are the ones least likely to succeed in creating them. Fortunately, it is not that difficult to provide managers with the tools they need to write effective action plans. The easiest way to do so is to provide them with a template for the format and content of their plans. For example, our firm provides clients with an Action Planning picket, which not only offers store managers a step-by-step guide to action planning, but also suggests several actions for each topic covered by the survey. It is easy to use these ideas as the starting points for the group discussion, and to transform them into high quality action plans.”\r\n After all, if there is an essential role for the Human Resources department during the survey process, it is to determine store managers most in need of help with action planning, and to offer\r\nthem the help they need to do the work properly.\r\n The organization should commit to a follow-up survey even before the first one is administered.\r\n Companies that fully use the surveys they administer usually treat them as a part of a cycle. Each perfect survey is considered to be a benchmark for the next one. The data reflected in the survey describes the condition of company’s finances, employee environment and indicates the â€Å"working” health of the company. It ca n be used to primary predict and take measures to prevent turnover issues and job related conflicts. Managers also rely on the surveys as on the sources and guidance for finding a common language with employees. Employees also consider the administering of the survey to be a good sight from the side of companies authorities to get the opinion about inner life of the company and its functioning.\r\n But for such successful monitoring the company had to start with a successful survey that will unimpeachably bring results. From the beginning of survey introduction into the practices of the company managers have to think about an employee survey program or survey process rather than about one-time employee survey that will stand alone.\r\nConclusion\r\nAs it was discussed the turnover employee rate causes a lot of troubles for retail businesses as well for other businesses. The expenses spent on hiring new employees are often as high as the monthly wages of the employees, but at the s ame time the absence of the worker causes work disorder and losses of clients.\r\n today the problem of saving workplaces is very material and attracts a lot of attention from the side of managers, who propose different strategies to stabilize personnel activities and improve working environment. These strategies include individual approach to the employees, encouragements, surveys, and special management techniques.\r\n As it was stated higher up, very often the financial side of the job is not of the main concern for the employees. It’s understood that the salary means a lot, but appreciation, encouragements, benefits and other rewards the employee gets while working are of a high value as well. free most of them also have any relationship to finances.\r\n That’s why it’s quite important to make business efficiency monitoring and find new solutions for its optimization. Saving money on some ineffective investments and redistributing them to increase the salaries, social benefits and educational opportunities for the employees will increase their motivation. It may refer to their transportation issues (organization of the transportation services for employees who really need that), improving working conditions (introduction of the new equipment and organization of special training programs for workers). It’s understood too be quite expensive, but the results that these innovations will bring in future will definitely cover all the expenses. (It’s quite seemly to estimate how much will be the transportation service organization for people who live in the same area and how much do they spend on parking and gas a day. Or it’s enough to figure out how much useless work does an comptroller or a manager using old computer software or even worse just pen and paper. It’s easy to understand how these trainings will optimize his work will save him time and of course will save employer’s money).\r\n A ppreciation of the employees is really important; especially it’s very demand for the core of the company’s team, for people who are in company’s business for years and who are the most valuable. Before doing any changes it’s necessary to consult those employees and to take into consideration their opinion. At this point it’s quite important for human resource managers to administer employee opinion surveys that will draw the priorities for future management changes and better organization of the work.\r\n Every case is very special and needs a search of individual approach. But the methods that were discussed above had recommended themselves as successful and can be used in management practices worldwide.\r\n mention of references\r\n1.”The future of Food Retailing: e-Commerce and other Predictionsâ€Å", Prof. Dr. Edward McLaughlin of Cornell University, presentation â€Å"State of the Art in Food”, January 2000.\r\n2.”Intern et Retailingâ€Å", Henk Gianotten of EIM, Food nature, February 2000.\r\n3.”Futurize your Enterpriseâ€Å", David Siegel, John Wiley & Sons, Inc, New York, 1999.\r\n4.â€Å"The future of online food retailing” Joost W. van der Laan ,”Journal of Marketing”, February 2000 and â€Å"Food Personality” ,August 1997\r\nâ€Å"Erasmus Food Management Institute” ringing on E-marketplaces, January 2001\r\nâ€Å"Marketing Logistics”, Martin Christopher, Reed Elsevier, 1997\r\nâ€Å"From picture Chain to Collaborative Network”, Gordon Anderson, Bruce Walton, Andersen Consulting, 2000\r\nâ€Å" eight-spot keys to a successful employee survey” The Retail Survey Group, 2001-2002 (available on nett: www.rsg.com)\r\nâ€Å"Charting the course of retail business” hold (available on web: http://www.etretailbiz.com/Jan2003/strategy.html)\r\nâ€Å"To Cut Employee disturbance, Don’t Change Anything” ,Louis Rovner , Ph.D. Article (available on web:http://www.drilleronline.com/CDA/ArticleArchiveSearch/1,5692,,00.html)\r\nâ€Å"Globalization and Labor †Part 2” Article (available on web: http://www.nationalhomeless.org/globalization/3.html)\r\nâ€Å"Taming turnover: A Strategic advantage for business” Article (available on web: www.cose.org/PDF/WLA/Taming_ disorder.pdf)\r\nâ€Å"Store Wars: How Retail eCommerce Executives Can throw out the Battle for the Last Aisle\r\nFour Tips for Success for In-Store Digital Merchandising & Customer Self-Service” , Richardson,Alex Article (available on web: http://www.kiomag.com/informermj04)\r\nâ€Å"Leading the quick service and food retailing industries” Kay Division, 2004(available on web: http://www.ecolab.com/Publications/FactBook/Kay.pdf)\r\nâ€Å"Work Environment More master(prenominal) to Employees” Gregory P. Smith (available on web: http://www.businessknowhow.com/manage/workenv.htm)\r\n â€Å"High emp loyee turnover raises safety concerns” Ledyard King, Article Gannett News Service (available on web: http://www.usatoday.com/news/washington/2001-02-26-airportsafety.htm)\r\nâ€Å"Reducing Turnover” Article (available on web http://www.accountemps.com/AT/ReducingTurnover)\r\n \r\n18. â€Å"Calculating the High Cost of Employee Turnover” Yves Lermusiaux (available on web: http://www.ilogos.com/en/expertviews/articles/strategic/20031007_YL.html)\r\n'