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

IntroductionThe riddle of uplifted disorder employee consecrate is quite a a spread paradox that around problemes turn reveal been facing for years. Employee employee employee rollover rate has a negative deflect on the efficiency of employment, profits, guest service and gladness from customers in different businesses and industries.The recent study do by Roper Starch Worldwide, Inc. and Unify Network in a wide range of industries and businesses showed a strong link between employee retention and the gaiety from the service flavour got by the customers. As the interrogation was based on the analysis of 3005 audiences it has quite strong facts and conclusions.The negative effects of the increase in employee employee turnover argon no longer being felt exclusively by the human resource jitneys, verbalise Tom Casey of Unify Networks talent way practice.It is app arnt that consumers atomic number 18 directly refer by turnover as substanti all(prenominal)y, Casey added. As a result, turnover is now a principal refer because it directly affects the bottom ocellus. Casey also added that sensitive-fashioned attitudes towards the workforce, as easy as drop in the consume rate, and the emergence of innovative technologies nourish resulted employee turnover to skyrocket across sell business. The around vivid impression of the employee turnover is a direct effect on customer retention or the loses of customers. In the whole, much than 60 sh atomic number 18 of the respondents of the pile, who were the customers of retail companies with high employee turnover, said that they were less than squelched with the service they received. Companies, themselves, confess that high employee turnover issues cause more than than than problems than product or price issues.In the average one in three consumers marked that employee turnover negatively and directly affected the quality of the service. And practiced 20 percent of the report resolveicipants agreed that they would like works for their service provider. A nonher problem of low level of satisf serve from customers was named to be low quality and absence of needed qualification and skills. To be more unique(predicate) fifty dollar bill seven percent of respondents agreed that the problem was in poor training, and only 20 percent remained satisfied with the quality of the service.The Consequences of derangementThe outcomes of turnover cause extra expenses, loss of valuable snip and stagnation in business. All these argon quite obvious results of turnover, because its non that easy to find a do worker nowa mean solar days, especially one that depart fully suit the position he is hired on.The tint on business of the turnover leave be glinted in hard and soft be that ar associated with whole toneing for a new employee as slow as the following factorsCustomers extend lower quality services that interchanges the reputation of the bon tonManage rs pass by cartridge holder looking for employees, which prevents them from their primary winding functions in the participation which results in lower scheme of businessDisorder in the conjunction influences on the work of other employeesIts estimated that replacement of workers provide cost from 33% 250% of theannual wages, depending on the workers position.Hard Costs $$$Pre-DepartureExit interview 29Separation put to working(a) 12Vacancy CostsTemporary fill-ins 902Coworker overtime 483Advertising argumentation availability 110Recruiting administration 97Selection and Sign-onInterviewing 110Testing 100Reference checking 28Informational literature 50On-the- joke training 874Total $2,795Soft costsBe expressions hard costs in that location exist soft costs that come out with losing of the employee, and that make more understandable and muster out the outcomes and consequences of losing an employee. It even often happens that it cost 10 times more to look for a new custo mer than to gain cite sales. In addition the community is more seeming to arise what is called turnover causes turnover and the partnership is likely to lose other employees.Soft Costs $$$Pre-DepartureLost productivity of incumbent 80Lost productivity of coworkers 97Lost productivity of supervisor 207Vacancy CostsLost productivity of vacant position 0Lost productivity of supervisor 138Selection and Sign-onLost productivity during study curve 482Lost productivity of coworkers 0Lost productivity of supervisor 483Combined Impact incumbent business lost 350New business non acquired 350Turnover resulting from turnover 350Total $2,537Add up the costsThis statistics is more likely to be called a demo illustration of what can be the impact of the $7 per hour furrow loss. The loss of a big employee number can deadly reflect on the pecuniary health of the familiarity and can even cause bankruptcy.The exist lots of strategies that provide to reduce turnover rate in business, but nevertheless none of them can be fit for the majority of retail businesses, because of their specifics, particularities in the working standard strain, relationships in working time, etc. however still there atomic number 18 strategies that get out make business more hard-hitting and pass on stabilize the working atmosphere in the association. By the observation of m some(prenominal) specialists who worked on the issues of high employee turnover in retail business for years, it became obvious that its reason is in low effectiveness of human resources sections of the companies. In the well-nigh companies with high turnover rate human resource directors did not more than simple recruiting and interviewing citizenry, who would more likely to conk the social club in months by their expectations but had not a big woof.Evaluate your companyA practised first step in improving your retention rate is to ask yourself these questions. Ifyou answer no to more than two questio ns, you are likely to be experiencing highemployee turnover.Are most employees clear near your companys mission?Do any of these words appear in your mission or nerve center values? Respect,teamwork, trust, fairness, openness, and development.Do most or all employees have written job objects?Are employees actively involved in shaping their own job assignments or projectsto include their own own(prenominal) interests and abilities?Does a wangler speak with associates each quarter about their changingperformance priorities and matters affecting their work?Does your company regularly invest in developing employee knowledge andskills?Does your company routinely applaud individual enterprisingness and providerecognition for large and teensy-weensy performance successes?Would most employees say their manager is supportive of their ideas and interest about their needs?Different approaches to unclutter the turnover problemThe experience of one of the researches, Louis Rovner, Ph.D., was more than temerarious or genius.He was employed by many retail companies that had problems with high turnover, and some of them had 50% turnover rate from the entire workforce employed a year.As a skillful and qualified manager he washed-out hours conducting endless interviews and administrating numerous surveys and quizzes to localise the reasons of turnover and reasons of what the employees were unsatisfied with. To his expectations if the company changed the way of employees treating, the workers go outing be more satisfied and there allow for be more chances that theyll stay in the company. But the problem was more complicated that it seemed to be for the first sight. Employees were managed cooperatively. People were encouraged and rein agonistic, the working schedule was optimized and was crack control as the other modern management measures were interpreted to ameliorate the labor and working atmosphere conditions. The employees got a higher range in the strategic decision making participation as advantageously as new approach to please unsatisfied customers. The company was changing to one were the workers as well as their labor and participation was highly appreciated and valued. Even though that much had been foole and the expectations seemed to look truly optimistic the true results were opposite to what was expected at the inauguration. The 50% turnover rate didnt really change, but it became worse because in the list of those who leftover their jobs were the oldest and the most qualified employees of the company. So the impact of such outcomes seemed to be more negative than usual practices for the company.The analysis had shown that there were two main reasons for such outcomes, that primary related to job psychology. The first one was explained by the failure of managers to arrange things in priggish order because they were unfamiliar with new strategies and considered them to be irrational and illogical. The lack of comfort in new working tendencies resulted the failure of the introduced strategies. New form of management resulted in lack of attention to the primary functions that began to fulfill im decently that resulted in profits fall.The second reason appeared to be more commonplace than the first one. One convocation of unhappy employees was replaced by other one, and the cycle was repeating again and again. But the was a significant change in this practice, that qualified employees appeared in this list. As in e genuinely company there forever exists a group of employees that are satisfied with management, working conditions and their work as well, and they form the basement of the companys team. With new changes that began to occur in the company their needs never no longer met and the conditions of labor no longer fully satisfied them. In this case the management that was introduced in practice was directed to reward primary the newcomers, but it didnt meet the needs of checked and long worki ng employees. The solution of the problem became obvious and the reasons of the failed management were determined. The problems with employee turnover are based not in something wrong with the decisions copen by the companys authorities, but they are related to the hatful employed who most likely dont suit the business they are hired for. The first steps that need to be taken to stabilize the staff polity and regulations, should identify opera hat long-term working employees and look for the business qualities they give in those that need to be hired. Those, unsatisfied who are more likely to leave should be replaced by those who have much in common with companys loyal workers. In order to be prospering in hiring productive and loyal employees its necessary to spend some time with the encumbrance group of the company to study their likes and preferences of working in the company.Strategies for improving labor conditionsThe workers a company hires are expecting more benefits f rom their work along with the salary they get. As its predicted by the experts in the nest quintuple years, most of businesses will offer a wider range of benefits and programs for their employees, which will cause addition competition on the marketplace labor as well as probable employee turnover in the companies that will not be able to accept new changes. These benefits and programs will most likely includePaid time off plansDomestic partner benefitsFlexible schedulingFlexible spending accountsRetirement and financial planEmployee assistance programs (EAPs)Its naturally understood that employees want to get combative encouragement from their work as well as free-enterprise(a) salaries. The loss of employees whitethorn be both because of salaries that are not competitive (financial issues) and because the job doesnt meet the needs of the employee.As its quite know people leave their jobs for plenty of reasons that can be controlled by the managers or the companies authorities or not. Nevertheless, its 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 followingFeeling unappreciated or that his/her contribution is not valued.A lack of growth emf in the company.No dish out to turn a dead-end job into something more appealing.If these factors will be taken into consideration with the development of new businesses or its expansion in in hive away(predicate) 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 wont demand job promotion in future and will be loyal if the companys business looks like slowly developing, than to hire new and new people for some kind of position again and again in definite time intervals.On the other hand there can be people who are attached to particular company because they consider it to offer them victor gro wth 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 in the main suits them and answers their qualifications and to be objective in such decisions. It will often be cheaper to spend some cash in in employees qualification investment that will be of a need in future than to ignore his abilities and professional traits, that can result his discharge.The problem of retaining employees is one of the main annoyance of many retail companies nowadays. It should be clear that work ethic 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 followingBalance and synergyWork that is seen as a noble causePersonal growth and developmentPartnershipsCommunity at work devote on that point are several approach es to meet these needs that will prevent business from employee drain house interesting work that will respond to employees talents.Dont hide appreciation for work through successfully.Encourage employees to be in shapeProvide opportunities for professional learning and career growth.Provide competitive wages for employees.Organize training for managers to be supportive coaches.Provide a clear mission with personal goals.Build a safer, pleasing and fun working milieu.Support opportunities to reasonable experiments in working environment. touchable successful practices of retentionT.I.M.S., Inc.Denis H. Arian and his wife Karen Arian started Technical Information focusServices, Inc., (T.I.M.S.) in their own house 13 years ago. Over the past decade, T.I.M.S., Inc. has unquestionable into a successful consulting and information technology services company with nearly 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 aw arded Weatherhead 100 and Northcoast 99. Its purpose is to develop and optimize the most effective business systems that will meet the needs of all companies and their employees or the needs of the customers by the usage of both technological innovations and management strategies and methods.The primary strategy of T.I.M.S. was bear on of hiring right people first. What they did was the following they established the atmosphere of partnership 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 Scorecard System) for performance evaluation using employees input as criteria for future success. The core of their strategies was training as an essential part of retention practices. gibe to their methodic its rattling all authorised(predicate) to devote time for interaction with employee, for finding an individual approach to his concerns and needs as w ell as stimulate his success.Mazel storages, Inc.Mazel Stores, Inc. is one of the leading wholesalers of clothing in the USA. Its founder Bill Mazur has been working in this business for more than 30 years as a head of the company, that purchases sells and distributes 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 little(a) companies such as Marcs Deep Discount, Family Dollar Tree, and Medic Drug Stores.The retention need of the company was to find and save employees, most of whom had been facing troubles that would prevent them from being employed by the company in future.Companys strategy was based in recruitment using assistance of the professionals in study business such as Empowerment Zone and the Convictions Fair for its headquarters in Solon. The companys employees faced troubles with superman, so the company had to develop and in troduce van pool service as well as other transportation solutions to ensure getting to and from work punctually. The company worked with government and municipal agencies to solve and improve employment issues as well as to increase and save employment stability rate.The company also practiced hiring part-time psychologists and managers that worked on overcoming barriers and other job related issues faced by the employees. orbitwide strategies for reducing turnoverThe best way to reduce turnover and save employees is establishing human resource expertise for business. A human resource manager or organization development (also called OD) expert, who can be invariable employee or employed as an outsourced service provider is able to help company to save its employees through an analyzed and deeply examined approach that includesRecruitment sourcing for candidate, testing on job suitablenessCompensation market analysisBenefits competitive, cost-containmentTraining and employee dev elopmentEmployee relations pro-active programs, dispute resolutionPerformance management systemsOrganization assessments effective complianceEmployee selection and trainingThe selection and training of the employee should be organized in the way so that nearly hired person will meet all the solicitments of the business and working environment. As its generally agreed a salesperson is a communicator he interpreters the features of the product into those benefits that will satisfy the customer. And its very Copernican to remember that a salesperson is the blood line representative to its customers.There is a very specific quality that differentiates a sales person from others involved in promotional activities and its an luck for feedback between customer and a seller. Only good marketing policy such as advertising and promotion will get customers to the store. The quality of products as well as good sales representatives will keep people coming back to the store again and again.A s the specialists suggest, the importance of right employee choice and their trainings cannot be overvalued or exaggerated. It often happens that retailers are surprised when they find out that salary, which is important for employees, is not of the primary concern for them. Attitudes asfairness, security, honesty, and opportunity are also of the high importance for them.Organization and supervision of businessManagement functions of the retailer business baseally include planning 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. Staffing entails the recruitment and selection of employees. It is a vitally important function because the employees of a store represent that store to the public. People can really be the most important as wad of a retail firm. Every retailer is in a leaders position. Leadership mea ns motivating employees to achieve their maximum potency, while at the same time accomplishing the goals of the organization. Because leading means understanding people, it is one of the most creative and challenging aspects of a retailers job. The retailers professionalism and attitudes set the tone for employees attitudes and performance. Controlling is the follow-up function of retail management. Actual performance is compared with plan performance to spot and evaluate deviations. (from Charting the course of retail Business available on network http//www.etretailbiz.com/Jan2003/strategy.html) monetary analysisThe financial analysis of retail business is very important step in the optimisation of the whole functioning of business. First it allows to determine the main priorities for the improvement of management of employee resources, probably reform the force play policy, cut off or make new piece of work and determine whether its necessary to spend more expanses on manageme nt or to save some money on particular part of business management and to redistribute the finances (to improve labor conditions or increase employees wages).On of the most innovative and spreading method of retail business management as other sales businesses management is distant organization of work. Top managers and top sales managers use Internet and other means of colloquy to regulate business, especially if it refers to international companies. The organization of a workplace for one person costs not more than 2-3 thousand dollars, and its arranged in employees house. It allows saving a lot of money on rent, property taxes, etc. Those saved finances are redistributed as a result the employees get higher salaries, plus they get more flexible and comfortable conditions of labor that plays a role of excess motivation in their work.Another aspect that attracts the attention of specialists in food retail business is concern about investments into online retail. Even though that s ome of the major e-commerce consultants and advisors make optimistic prognosis about the potential of online food retail market, these conclusions are still not very reliable. For example Andersen consulting predicted a market component part 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 one million million US$. But the real statistics is very different from that one predicted by Cap Gemini (30-40%) and is some about 3% for a total retail sector with only 2.3% for grocery sector.In potential it wont capitally increase in the next five years. Its predicted 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 considered 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 wont bring any desired payment 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 retailingOn top of those disadvantages traditionalistic supermarkets are fighting for consumer loyalty by improving their marketing intermixture and increasing their efficiency.Reason 1. In my view online shopping for dry groceries and perishables is boring. It does not even come bordering 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 over the weekly trip to the supermarket. I dare you to tense up it yourself a couple of times, and then convince your partner who is not in the food business or consultancy business. Only when the online business focuses on special products and on rich information content, the consumer will become interested and stay inte rested.Reason 2. Online shopping is less time consuming than traditional shopping, but it adds complexity to your lifestyle. allow us assume in an optimistic mood that every household manager will senior pilot the skill of shopping online. aft(prenominal) ordering 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. triplet you have to check proper billing and payment. Fourth you have to follow up on orderpicking mistakes and manner of speaking errors.Reason 3. The distribution costs of homeshopping 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 try to gain market share with low prices and low service fees, but when the shareholders cash is consumed they will have to ask higher than normal prices to cover the costs and survive. Of course their is a small niche market for exp ensive homeshopping services affluent PC-minded and service oriented consumers and consumers with no easy vex to a nearby store.Reason 4. In recent years Efficient Consumer Response and Category Management had a significant and positive impact on the quality and efficiency of traditional supermarkets. regimen retailing has always been a very competitive business, and in recent years super-marketing has become a professional science that is constantly improving the value to the consumer. Both in the USA and in Europe very competitive stores with Every Day Low Prices and high service levels are gaining market share and are making the food business a war zone for new entrants.Conclusion the average consumer does not have a good reason to go food shopping online.(available on electronic network http//www.retaileconomics.com/index.htm)According to the article ULW Effect on Business and Tax Payers Successful companies have been able to draw the line between low employee turnover and hi gh profitability. The line connecting those two dots passes through high employee satisfaction, and high employee satisfaction impacts directly on the customer experience. Weve already seen how consumers rate quality of service as the most important aspect of their experience with a hotel, and thats true of many businesses in this sector. Satisfied customers become repeat customers, and when those repeat customers are in the desirable top 20 percent, profitability inevitably improvesHenry Ford, the pay off of the American automobile, was facing exorbitant retraining 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 unsatisfactory level. His response was to almost double the daily wage of his workers to $5.00/day.* The immediate result was1) significant diminution in employee turnover,2) significant reduction in retraining costs,3) significant reduction in unscheduled absenteeism ,4) and almost off stoppage of internal theft (roughly 50% of the theft in todays retail world is handted by its own employees).3 Furthermore,5) 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 purchasing consumers.4*All of these savings/benefits are possible today with the enactment of the Universal accompaniment Wage. (available on web http//www.nationalhomeless.org/globalization/2.html)Building HR expertiseIt 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 survey of retail business (April 2003), only 20percent of respondents applied the use of a specific target or measure in evaluations. Although26 percent marked that they informally used turnover statistics as a part of evaluations that shows what a great number doesnt consider it to be an important part of managers job.In idea l all managers should also be able to work as HR managers. However, the participation of a real expert is important to be developed the participation of someone with specific HR responsibilities, who would be part-time HR or OD specialist.Employee opinion surveyOne of the most important and essential issue for the discussion between the retail human resource executives is an employee opinion survey. An objective survey conducted by the HR manager will truthfully describe the working environment of the company and will direct the go on 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 survey is quite obvious. Its cheaper and more comfortable and even more safer and reliable for business to make changes in management policy using the selective information provided by the employees themselves, than to try to solve coming issues relying on experiment and managers personal experience, even if it s an experience of a skillful and highly qualified professional. As the effective employee survey process can be an essential, high-ROI tool for store morale improvement, improvement of customer service, reduction of turnover and introduction of new ways and means for communication and interaction. The sell Survey Group do 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 survey. It introduced eight important keys to the success of the surveyIn most cases, an employee survey should be perceived as an operations- driven initiative rather than an HR section program. Companies that differ by high organization of the survey processes put it on the high priority when its needed to gather 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 hi gher feedback and is more objective, because its treated by the whole management chain from the excel to the bottom line of the company. The experience of The Retail Survey Group shows that the employees psychology is more likely 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.Your goal for response rate should be 100%. The problem with lower respond rate is not just that it can not give an accurate delineation on the questions asked in the survey. The low respond rate for large businesses with more than a 1000 people employed wont draw an objective picture, but can be valid for small selling departments or stores, but still the statistics can be not as accurate as its 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 d etermined these issues will be also desired to be solved by the employees themselves as well as by the management department.In this case the results will be more fruitful because both sides who participate in this process will be determined with their choices.As the Retail Survey Groups statesSurveys are deemed successful when one or both of the following occurOne or two large-scale organization-wide improvements are made as a result of having conducted the survey.A critical mass of smaller-scale improvements happens throughout the organization, based upon department- and store-level improvement confinements.While a single years survey effort may have been made worthwhile by virtue of the firstreason, a survey becomes a valuable ongoing management tool usually by virtue of the second.By their words The best way to get an acceptable response rate, i.e., one that is certain to yield accurate traversesdown to the department level, is to make survey participation an expected occurre nce, and to setup an administration procedure that makes this a reality. A survey for retail employees should take less than 10 minutes to complete.The research had determined that both the questionnaire size and the method of its administration influence on the results of the response rate and on the objectiveness of its quality. As the questionnaires purpose is to get an accurate data, it is believed that long questionnaires that take a lot of time to be correct 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 get byed during the breaks or before the meetings. Its very comfortable because no special arrangements are required. There are experiences with companies that spent more money on the administration of the survey that had to be taken after the working day and that took nearly 30-45 minutes. But the results were not that much different from th ose short-time surveys and even often were not responded properly. (Good) Norms are important.As 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 reproval in the survey. Its the essential part of the survey process. And as a result the company has to determine correct improvement areas in order to get the most effective and fruitful return from the survey. The set of norms for surveys data give an opportunity to compare the effectiveness of the company to the similar businesses that are held by other companies.The Retail Survey group gives the following example consider the case of a supermarket chain that has conducted its first-ever company-wide employee survey. Senior management is reviewing the results, trying to figure out how they will allocate their resources toward making improvements. permits assume that they get what appears to be a fairly high score on workplace saf eguard and a fairly low score on developingemployees for future promotions. Without the benefit of normative data to tell them how other supermarkets faired on those items, they might decide not to do any work to improve the safety item, and instead focus on the development item.Had they had access to a good retail norm base, they would have seen that the safety itemtypically receives a very high score, and that their score was significantly lower than thenorm, indicating a potentially serious problem.Conversely, the item regarding development for future promotions is typically among the lowestscoring items on the survey. In fact, their score on that item places them in the upper quartile ofthe norm base.Of course, the money they put toward further work on development might well pay dividends,because it is such an important item. And improving the promotional process might cementtheir image as a great company for which to work. However, relative to the safety item, itmight not be as critical to target for immediate improvement. Each store should get a report detailing its overall results and the results of its major departments.Many companies make the fault 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 access to the results of the survey employees can begin to take part in the action planning process.Second, keeping the results within the restrictions of senior management can easily be understood as a breaking of the social contract common in most employee-based feedback systems. The representatives of The Retail Survey Group state that for reasons beyond the scope of this paper, employee surveys are assumed to be cockeyedd- grommet 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 sense of unmet expectations. It is similar to the feeling one gets when applying for a position and then never tryout back about it one way or theother.It often happens that employees know very little about the results of prior surveys and they think about them the followingThe results must have been so bad they were embarrassed to denude them.They cant tell us what they found because then theyd have to change things.They just did the survey to make us feel like our input was importantthey could care less how it false out.With the exception of special circumstances, the Representatives of Retail Survey Group advocate that employer share with all employees anitem-by-item comparability 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 stage for store-level action planning. Anyone who completes a survey should be able to understand a survey report.If 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 convey 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.It should be understood that the goal of the survey is to enlist the help of the employees in analyzing the survey results.The 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. Give those responsible for creating action plans some basic ideas to use as starting points for their plans.Imagine that came the most critical point in the survey processthe point at which store anddepartment managers are sitting down with their employees, report in hand, with a goodunderstanding of the results and having selected a few problem areas to target for improvement.The group is ready to create action plans. The store manager is at the flip charther marker ispoisedand then it strikes the group that no one has the faintest idea about what a good actionplan looks like, let alone how to go about creating one.This is considered to be the point where many surveys lose their value and significance, which is quite understood.Most retail store managers dont have any training or knowledge about wo rking with a group to present and discuss an improvement plan. To make matters worse, consider the following Survey Research one hundred one axiom Managers at stores with the lowest employee survey scores are the very managers least likely to be able to facilitate 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 toilsome 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 guide, 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 actio n plans. 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 offerthem the help they need to do the work properly. The organization should commit to a follow-up survey even before the first one is administered. Companies that fully use the surveys they administer usually treat them as a part of a cycle. Each finished survey is considered to be a benchmark for the next one. The data reflected in the survey describes the condition of companys finances, employee environment and indicates the working health of the company. It can 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. But for such successful monitoring the company had to start with a successful survey that will definitely 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.ConclusionAs 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 same time the absence of the worker causes work disorder and losses of clients. Nowadays the problem of saving workplaces is very veridical 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 th e employees, encouragements, surveys, and special management techniques.As it was stated to a higher place, very often the financial side of the job is not of the main concern for the employees. Its 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. even most of them also have any relationship to finances.Thats why its 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). Its understood too be quite expensive, but the results that these innovations will bring in future will definitely cover all the expenses. (Its quite enough 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 its enough to figure out how much useless work does an accountant or a manager using old data processor software or even worse just pen and paper. Its easy to understand how these trainings will optimize his work will save him time and of course will save employers money). preference of the employees is really important especially its very necessary for the core of the companys team, for people who are in companys business for years and who are the most valuable. Before doing any changes its necessary to consult those employees and to take into consideration their opinion. At this point its quite important for human resource managers to administer employee opinion surveys that will draw th e priorities for future management changes and better organization of the work.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.List of references1.The future of feed Retailing e-Commerce and other Predictions, Prof. Dr. Edward McLaughlin of Cornell University, presentation State of the Art in intellectual nourishment, January 2000.2.Internet Retailing, Henk Gianotten of EIM, Food Personality, February 2000.3.Futurize your Enterprise, David Siegel, John Wiley & Sons, Inc, New York, 1999.4.The future of online food retailing Joost W. van der Laan ,Journal of Marketing, February 2000 and Food Personality ,August 1997Erasmus Food Management Institute rapport on E-marketplaces, January 2001Marketing Logistics, Martin Christopher, Reed Elsevier, 1997From Supply set up to Collaborative Network, Gordon Anderson, Bruce Walton, Andersen Consulting, 2000Eight keys to a successful employee survey The Retail Survey Group, 2001-2002 (available on web www.rsg.com)Charting the course of retail business Article (available on web http//www.etretailbiz.com/Jan2003/strategy.html)To Cut Employee Turnover, Dont interchange Anything ,Louis Rovner, Ph.D. Article (available on webhttp//www.drilleronline.com/CDA/ArticleArchiveSearch/1,5692,,00.html)Globalization and Labor Part 2 Article (available on web http//www.nationalhomeless.org/globalization/3.html)Taming turnover A Strategic advantage for business Article (available on web www.cose.org/PDF/WLA/Taming_Turnover.pdf)Store Wars How Retail eCommerce Executives Can Win the Battle for the Last AisleFour Tips for Success for In-Store Digital merchandising & Customer Self-Service , Richardson,Alex Article (available on web http//www.kiomag.com/informermj04)Leading the quick service and food retailing industries Kay Division, 2004(available on web http//www.ecolab.com/Publications /FactBook/Kay.pdf)Work Environment More Important to Employees Gregory P. Smith (available on web http//www.businessknowhow.com/manage/workenv.htm) High employee turnover raises safety concerns Ledyard King, Article Gannett News Service (available on web http//www.usatoday.com/news/ upper-case letter/2001-02-26-airportsafety.htm)Reducing Turnover Article (available on web http//www.accountemps.com/AT/ReducingTurnover)18. Calculating the High Cost of Employee Turnover Yves Lermusiaux (available on web http//www.ilogos.com/en/expertviews/articles/strategic/20031007_YL.html)