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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 (continued on next page)
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Title | Page 01 |
ODL electronic copy | Scanned by Oklahoma Department of Libraries |
Rights and Permissions | This Oklahoma state government publication is provided for educational purposes under U.S. copyright law. Other usage requires permission of copyright holders. |
Full text | 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 (continued on next page) |
Date created | 2013-03-11 |
Date modified | 2013-03-11 |