The concluding point here is that managers should recognize the reasons why their employees quit jobs frequently. Unless they do this, it seems almost impossible to curb down the employee turnover rate in an efficient manner. Afterwards, a manager should focus on those factors which he can influence though his policies.
An inside survey of the organization’s labor can be conducted to know the preferences of the workforce. This may be helpful for the implementation of those policies which have importance in the eyes of the employees.
Providing the employees with information about the organization’s ongoing projects and treating them honestly is another important factor that employers should take into consideration. The last but not the least is the presence of growth opportunities inside a particular organization. Development Dimensions Internation
...al (DDI), an organization based in Pennsylvania, carried out a research that included 745 workers working in 118 companies.
The purpose of this research was to recognize and compare the motives that employees considered while quitting their jobs and the reasons that human resource personnel gave for employee turnover.
This research revealed that employers do not clearly understand the reasons underlying employee turnover. The revolving door at dealerships can be slowed down with the help of employee retention programs that are meant for the new employees, which is very fortunate for the dealers. Higher-caliber sales people can be attracted and retained by the designing of these tools. Good service technicians can also be kept in the company.
In addition, hiring costs can also be reduced by these tools due to higher quality of employees on board. Turnover is also related with th
compensation.
However, it has been very rare that one employer is left for some other employer in the company. Therefore, the compensation will not be discussed in this article. Striking has been observed in the statistics of the industry turnover.
Automotive Retailing Today (ART) has indicated that there are unfilled positions in about 42,000 sales, 7,000 managerial, as well as, 7000 clerical and administrative positions, and 37,000 services across the United States. The dealership work environment has also been misunderstood, which has not allowed desirable career paths to be chosen by the dealerships.
However, the turnover problem has been fueled by another phenomenon according to a new organization, which is known as Automotive Transformation Inc. Jim Howell indicated that more aggressiveness has been noted in the recruiters, as all positions are being filled eagerly by them.
In the result, the jobs are being changed frequently over the past few years. AutoPersonnel. com is being headed by Jim Howell. Automotive Transformation was created with the partnership of the Herman Group, which is an employee-retention consultant.
The reasons for high turnover can be diagnosed with the help of Automotive Transformation consultants by the dealerships. In the result, a more stable workforce is created with the collaboration of employees and management with the consultants. In this way, the work culture, leadership, and various other internal factors can be improved by it. Over the years, an employee’s immediate supervisor is the determining factor in high turnover, which is not affected by the type of industry, as discovered through different researches.
"When supervisors are trained to realize - and held accountable - that employee retention is
part of their job, turnover decreases. The whole idea here is to enable that dealership to attract and hold the best talent.
" (Leman, 2006) An Employer of Choice program has been created and trademarked by the Automotive Transformation consultants. Among other things, advertisement for new and devoted employees can be done with the help of this program by the auto retailers, by whom; high retention standards have been achieved.
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