Did you know that 95% of workers in this field a positive answer to the question about their products and services available to their organization? (source: TrainingMag Aug/06).
What are the main reasons why employees leave?
10 questions most frequently mentioned as the staff explains that the company does not:
• Poor leadership - leaders and non-negligent professional burnout, no respect, not listening, putting people in seats wrong bus speedpoor quality of the selection process of managers.
• Lack of career growth and advancement opportunities - there is no "visible career, no job or fill the interior of favoritism or unfair promotions.
• Lack of communication - communication problems, from top to bottom and across departments as a result of mergers between institutions.
• pay - paid on the contract or to justify the basis of contributions, pay rises slowly favoritism for bonuses / raises, inefficientevaluation.
• Lack of recognition - it all says.
• Poor senior leaders - to listen, ask, or investment in staff, lack of response and isolation; messages.
• Lack of training - which is not superficial or education, nothing for new employees, managers or to move up.
• workload - doing more with less, sacrificing the quality and number of customer service.
• Lack of tools and resources - the poor, dysfunctional, obsoleteequipment and material to work without help.
• Lack of teamwork - cooperation partner Bad / obligations, lack of coordination.
I think we have heard most of these before. But a new book offers some new advice.
According to staff, consultant Leigh Branham, author of 7 hidden reasons employees Leave (Amazon, January 2005) ... While officials believe that more than 70% of employees leaving more money, 88% of employees say they leave the fieldexcept money. Wherever the truth lies, money plays a central role in the transaction, but not where you think.
Hidden heritage ...
According to the Saratoga Institute, whose figures Branham used in his book, the average cost of losing an employee is equal to the annual salary of the employee. Whether the math: a company of 300 employees, the average annual salary of $ 35,000 employees and a turnover of only 15% loss of $ 1,575,000 per year just in fees income.You can not keep everything, but if you can reduce the turnover rate for two-thirds, you can save one million U.S. dollars annually.
And so it is important that the mission must define and implement a robust loyalty program for employees at the time and stop the bleeding.
Let's talk about how to keep your people happy (and in no way has nothing to do with more money). Here are the top 5 of the following ways:
1st Knowledge is power. Although I am convinced that the use ofknowledge is more important than knowledge itself ... employees who are "kept in the loop" of the situation in their business and the community feel they are treated with respect. Understanding the business strategy that they feel more a part of 'team and not just an employee.
2nd Have they bought your product (s). It is a key point. If they do not believe in its goals, objectives, and especially ... your product or service - what it is they sell ... So how can I --Can it succeed? They believe in what you do as a society is crucial to the mission, if you have a plan to reach it.
3rd Effectiveness and Empowerment Training Program. Without one, you're sunk. After the training is good, people have the exact amount of reinforcement through repetition and frequency, allowing them to succeed on several levels. Repetition and frequency is the "mother of all learning, so you need to develop a program (12Curriculum month .. maybe) which are routinely "engaged" throughout the year ... on autopilot. Good content and a robust rate, you can cultivate the best workers, you can, and most importantly, show your team that you are dedicated to its growth and progress.
4th Specialization is the key. Having a mechanism to allow people to feel "very" important because of the specialization is an effective way to keep some influential people on board. Ifemployee is responsible for "higher" level or a specific function - it goes far in creating a need for them to succeed. Again, all these elements play a role in this ... good training, good communication, premium, if any, teaching them the value of what we are doing ... specialization is only one higher level.
5th Clear expectations, adequate resources, meaningful work and recognition for good work.
Bottom Line.
If they likeWhere they work and they felt they were part of a team where opinions can come from the bottom ... worse, they know what and why they express passion as he did - and last - they feel they are adequately compensated compared to others in their field - they do not leave.
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