Employee Turnover protection
Any recruiter or hiring manager who's half on the ball probably has a plan for reducing turnover. You don't have to be a management expert or an economist to understand that if you're spending millions of shillings and hours of your time to replace employees who have left, preventing the brain drain in the first place might have saved some of those resources.
What you might not know is how serious the problem is in your industry, and how pernicious its effects can be throughout an organization. There are plenty of consultants who stand ready, for a fee, to prove how bad turnover can be, and to show you ways to reduce it, but among these ways is partnering with a firm reputable with staffing needs and this is what we do best. Temping Uganda will protect your employees from constant brain drain and incase of unavoidable circumstances a quick replacement will always be provided.
Why is turnover becoming so high? It's that old bugbear, the insanely tight labor market. Besides emboldening job seekers, it's driving companies to step up their recruiting efforts, providing still more incentive for people to leave their current employers.
Promises of future rewards wont help you retain your productive employees due to one principle "When your options are underwater, they aren't worth as much to you right now, so they don't have any retention value," When turnover hits hard, there are three kinds of costs involved.
Direct costs include things like help-wanted advertising, interviewing, and overtime for employees who take on the departing workers' tasks. Opportunity costs are "situations where you're not able to work at capacity", "where you can't hire enough people to handle the business you have." There are several problems in this group, such as lost customer relationships due to poor service from partially trained replacement employees, or valuable client lists that leave with employees. Productivity suffers as the new hires tackle learning curves.
Indirect costs include things you can't easily quantify, but clearly have negative impacts on organizational productivity and know-how e.g. Lower growth rates, loss of organizational knowledge, and reduced staff size and effectiveness. Management is hobbled, too. "When you get in these real high-turnover situations, managers can spend a lot of time figuring out how they're going to staff the organization rather than doing the strategic planning they were hired to do."
Paying attention to retention
First of all managers need to understand why people leave their company, and they should be careful not to extrapolate from industry norms. In a March 1999 Ministry of Gender Labor and social development survey, people identified miscommunication as the main reason they left their companies. Pay, benefits, and perks play important roles, as do career opportunities and training; poor relationships with supervisors can drive people away. MGLSD study of employees found skills-enhancement programs to be best for reducing turnover. If a company targets most of your employees by, offering family-friendly policies, satisfying work content, and lots of monetary and other benefits, is most likely to fail you and now that commission based staffing agencies are here with great expertise in Human Resource needs and some of which have sister companies in neighboring countries, they are likely to fail you if you don't make them your business partners. They have a vast demand of experienced professionals from all fields and in the current economy there is great supply of the labor force but what is lacking is only the talented, skilled workers from the unemployment ranks making it very challenging to retain your precious employees.
We only offer a few tips for retaining employees:
• Consider paying retention bonuses and tying them to project completion. More companies are doing this to avoid losing people at particularly bad times. "In any industry, team continuity is important."
- Do exit surveys of people who have given their notice, but be sure to do it before they leave the company. You'll get a better response rate.
- Interview (or survey) current employees on job satisfaction, even asking whether they intend to leave. A large percentage of high-tech workers say they would have stayed at their last job if someone had tried to keep them there.
- Calculate the Cost Of Employee Turnover, Losing an employee and hiring new one costs money.
- Keep Your Staff Informed, Do you react to your employees' problems or solve them? Often management and staff are so disconnected that by the time problems reach the level of an employee complaint, the damage is already done and the aggrieved worker is gone.
- Provide Motivational Orientation and Training, A significant factor for many departing employees is poor training procedures.
- Offer Long-Term Career Prospects, If employees are not given clear opportunities to advance, you shouldn't be surprised when they leave.
Finally have you heard the saying "an ounce of prevention equals a pound of cure?" It makes sense in many areas, including hiring of individuals for your workforce.
By taking basic steps on a preemployment basis, we can help you avoid employee turnover, reduce training costs and increase profits for your firm. We can help your firm provide a shield against negligent hiring action by an injured third party. These steps also enable a negligent referral action against previous employers who fail to provide you, the prospective employer, factual information about an individual's dangerous behavior while in the former employer's workforce.
Many managers wonder why the activity of obtaining background reports and reference checks should be outsourced from the most reputable staffing agency. Following are some reasons why it makes sense to outsource this activity from Temping Uganda Limited:
. We have trained experts who gather information about an applicant's previous employment and background.
. It may be more cost efficient for your Human Resource Staff to focus on other company projects better suited for their skill level.
. You can be assured that consistent procedures are performed on each applicant. This is useful in evaluating applicants and is crucial if hiring decisions are challenged.
. Support is available 12 hours per day, Monday to Saturday. Customized templates for prior employment verification implemented at no charge.
Firms we represent are investigated to assure they comply with applicable law.
. State of the art communication systems. This will allow you to request and receive criminal conviction reports; over the INTERNET, through your own PC's modem, by phone or fax.
• We hope you enjoy the information on our website and take advantage of the opportunity to make use of the benefits of using Temping Uganda Limited for your staffing needs.
In Our experience, we have found that a large portion of employees who go to work for rivals do so through word of mouth. Many people who leave, as well as those who seek someone else to come work with them, are disgruntled ex-employees.
"Overwhelmingly, poaching - as it's politely put - is a leading way to get the person you want, or think you want," though it's possible that the person will soon do to you what he did to his previous employer, but that's the way the game is played.
If we get involved heavily in recruiting strictly by poaching on your employees, we shall do double harm to the system nationally. We do contend that there are only a finite number of qualified, dedicated employees in the pool at any time, regardless of wide fluctuations in the economy.
Meanwhile, we stand pressure from our client companies to provide a perfect match for their vacancies, we may resort on poaching if we find that our database pool has people already working in similar fields or working for companies in the same line of business. Due to employee royalty we are free to snatch your employees in order to fill a client/partner company's vacancies, which might be your rival, but it is not our interest to do so though it's part of the game.
When we get a contract to recruit for a client/partner company, we go further and conduct a door to door search especially for executive posts by informing the prospective employees how much they will earn if they left plus all the privileges since it is on this basis that we charge the employer "not forgetting that we are employer paid not employee paid."
All our interviews are scheduled at times convenient for all short listed candidates making it very easy for those working to turn up for interviews. We do not comprise quality at all, whatever it takes to have our client satisfied so that we are paid will be done hence stand warned!!
Recently, We got attacked by one angry employer scaring for lawsuits and we wish you get informed that you need protection. Please you have been warned do all the necessary communication/sensitization to your employees and file this copy of letter, because you might be required to produce it incase you feel our company encroached on your employees without your consent. Ready to continue to play the game or partner with us and get maximum protection, the choice is yours.
Lastly due to fewer people entering the employment market. In order to stop the employee-snatching cycle, either all distributors must agree not to do it all the time (the impossible alternative), or gather as associations, alliances and regional competitors under one umbrella with a control system of employee recruitment and bringing in new employees into the business through temping/contracts and part-time offers so that fresh employees get skills rather than poaching.
We realize the competitive nature of entrepreneurs, but cooperation between our company and yours to find someone to fill an open job in your company, benefits both of us because our prime objective of opening up this branch was to become development partners rather than participate in the slavery way of brain draining the experienced professionals from company to company or country to another which has negative implications to the economy. This request of partnering must be a deliberate plan with goals and objectives so that each of us knows the parameters.
