Comment réduisez-vous les risques liés au roulement du personnel?

You know how they say that people don't quit bad jobs. They quit toxic bosses and environments. That's why, as a business owner and consultant myself, I recommend focusing on creating a positive work environment first and foremost. So, create a positive work environment. How? It's hard to describe in a few sentences, but start with providing a safe, healthy, and supportive work environment where employees feel valued and appreciated. It also means having a clear and fair set of expectations, and providing opportunities for growth and development.

In my experience, employees benefits that standout & make a positive difference aren’t as much about the benefits themselves as they are about their delivery. Our firm supports our clients benefits by focusing on one thing: the Employee Experience. We have a saying, “a benefit isn’t a benefit unless and employee understands it and can take advantage of it.” We work to not just finding the right plans at the right prices, but on employee education to support their understanding, improve their awareness, empower them to make good decisions, and lastly, reinforce why they decided to work for you in the first place! Benefits will either reinforce or undermine your culture and value proposition, so make sure they are delivered properly!

I was in a situation where I accepted a generous compensation package only to discover I was not happy since the owner did not care about the cleanliness of the place.

The reason I left the teaching profession was due to feeling unsupported. Therefore now that I am on the administrative side I want those who work with me to know their mental health is the top priority for me. This has made a big difference in the culture where I work now, or so I've been told by those there before me. It's not always about the benefits that can be provided but about knowing somebody cares about you and that at the end of the day, we are all human. High expectations with an understanding heart is a good combination in a manager/administrator from my experience.

Conventional wisdom focuses on hygiene factors like compensation to curb turnover. However, culture and purpose are more powerful retention tools. Through Apex Hatchers’ organizational design consulting, we’ve found turnover stems less from paycheck size than lack of community and cause. We helped a client restructure orientations around mission and cohort challenges tackling real business problems. Camaraderie grew through shared experiences. Turnover plunged not through expensive incentives but cultivating their “one team” ethos. People inherently seek bonds and meaningful impact. With Apex Hatchers’ onboarding transformations, companies can ignite purpose and community from day one. Rather than lead with contracts, lead with culture.

If the employees feel like they can't communicate an issue going on in their life affecting their work with their su superior it starts to create a problem. This will in turn create problems at work and unnecessary stress. Having social events for staff to interact with each other is a fun way to build up the business culture and bring down those walls we put up to keep others out.

Micromanaging is not necessary but when you notice a pattern of behavior starting you need to bring it to the employees' attention. Most of the time you find out there are other factors affecting the employees' behavior. Communication is always the Key.

a. Schedule of the employee(s). b. Cleanliness of the business. c. Odor of the business. d. Time demands on the employee. e. Other employees interaction with each other. f. History of employee's work (does the employee stay long or short with other employers?)