Oklahoma local government news, fall 1993

              Z 2135.6 L811g
Fall 1993
OKLAHOMA LOCAL  GOVERNMENT NEWS
PUBLISHED QUARTERLY BY THE CENTER FOR LOCAL GOVERNMENT TECHNOLOGY, OKLAHOMA STATE UNIVERSITY, SPONSORED JOINTLY BY THE
FEDERAL HIGHWAY ADMINISTRATION, THE OKLAHOMA DEPARTMENT OF TRANSPORTATION AND THE OKLAHOMA COMMISSION ON COUNTY
GOVERNMENT PERSONNEL, EDUCATION AND TRAINING.
308 CITD
Stillwater, OK
74078
405-744-6049
Fall 1993
edited by Douglas Wright
HOW TO KEEP GOOD EMPLOYEES FROM
"JUMPING SHIP"
by Tim Lyon
During the past few years while I have been traveling
the great state of Oklahoma developing personnel
policies and procedures the same question arises, how do
I keep my good employees from "jumping ship?" "My
county office is just a training ground or jumping-off
place to a better paying job."
A slightly stronger economy is a mixed blessing: It may
put the county on a slightly better footing, but it also
makes retaining the best employees that much harder.
Despite the signs of economic recovery, because there
are few raises or promotions, job-hopping is becoming
more and more of a possibility.   And people who are
dissatisfied, whether or not
they feel their jobs are in jeopardy, may not discuss their
concerns, but just move on.
Dealing effectively with employees' concerns is essential
for preventing them from "jumping ship." Seasoned
employees who think their prospects aren't too good in
their present jobs may seek employment elsewhere or at
least be on the lookout for other opportunities.  When a
county looses a trained and skilled worker, of course,
they're going to find it that much harder to remain
productive.   It is very difficult to find a potential
employee who has county government experience.
Such employees may also wonder whether their employer
understands and appreciates the sacrifices they've had to
make.  If they get the impression that increased work
loads, longer hours, and lower or no raises aren't going
to change, they'll be convinced that moving is the only
way to better themselves.
Preventive Strategies
What can be done about employees' feelings of
stagnation? Cross-training can help.   Learning new
things and having a feeling of movement is better than
having no movement at all. Just saying, "We appreciate
what you're doing" is a beginning.  Employees need to
be appreciated.   It can also help to ask them, "What are
your goals?"   This at least shows interest in them.   You
can retain many of the people you want to keep, even
when there is no money and promotions are history by
following a few guidelines:
Acknowledge the sacrifices employees have made.   One
of the surest ways to lose valuable people is to suggest
that they should be grateful for "just having a job."
Recognize the fact that people are restless.   Don't gloss
over the fact that there are some tempting opportunities
out there, and there may be more in the next months to
come.   You can acknowledge this while at the same
time reminding a valued employee to "keep in mind
how much we value you here."
Offer non-monetary perks.  Even if you can't find funds
for increases, you can do three things: (1) involve
people more deeply in decision-making; (2) offer them
the opportunity to learn new skills, inside or outside the
office; and (3) give them new titles and greater
visibility.   These are cost-free moves, and they can
benefit everybody.
Spend more time with employees.   Lunch once a week
and occasional coffee breaks with employees can help to
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