| Imagine for a moment this scenario from a
| |
| | Issues arise in the normal course of
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| frustrated Senior Manager of a large
| |
| | project activities and timely resolutions
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| pharmaceutical organization: "Our
| |
| | are essential to maintaining project
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| organization has experienced a large
| |
| | timelines and team momentum as well as
|
| turnover among project managers in the
| |
| | keeping stakeholders happy. Change
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| past year. This creates problems
| |
| | Management practices can help. A Change
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| providing ongoing quality and service to
| |
| | Management plan with immediate response
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| our stakeholders. We just don't know
| |
| | that can be implemented quickly will have
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| what is causing the problem!" Sound
| |
| | a greater chance for project success and
|
| familiar? Well you're not alone. I
| |
| | thus have less overall impact on the
|
| remember that filmmaker Woody Allen once
| |
| | project's progression. Change Management
|
| said that "80% of success is showing up."
| |
| | can help:- Reduce productivity loss
|
| However, the greater challenge is
| |
| | - Encourage employees who might be
|
| finding ways to keep people
| |
| | resistant to change
|
| there.Employee turnover is simply a fact
| |
| | - Minimize impact on productivity and
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| of life in the business world. The days
| |
| | quality
|
| when employees would stay and grow with a
| |
| | - Reduce the effect on stakeholdersLeft
|
| company for the duration of their working
| |
| | unmanaged issues can derail or even cause
|
| life are gone. Studies today reveal that
| |
| | an entire project to fail. Some
|
| individuals stay with their current
| |
| | questions to ask when developing a Change
|
| employer a maximum of five years before
| |
| | Management plan are:- Responsibility
|
| moving on. While 0% turnover is simply
| |
| | breakdown
|
| unrealistic, increased turnover in your
| |
| | - Additional training required
|
| organization could indicate a serious
| |
| | - How much ramp up time will there be?
|
| problem in your working environment.In a
| |
| | - Replacement of personnel - internal?
|
| random poll of project managers conducted
| |
| | - Overtime required
|
| for this article, the following reasons
| |
| | - Who can make a lateral move?A Change
|
| were given for high turnover among
| |
| | Management plan for employee turnover
|
| project managers at organizations today:-
| |
| | translates into a rapid, cost effective
|
| Internal communication problems
| |
| | solution so projects can be delivered on
|
| - Poor time management
| |
| | time, on budget and on scope without
|
| - Trouble scheduling and controlling
| |
| | effecting stakeholders.Measuring Turnover
|
| staff
| |
| | at Your OrganizationMany organizations
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| - Lack of project manager authority and
| |
| | have little knowledge of the turnover
|
| experience
| |
| | rate at their organization. Moreover,
|
| - Poor staff training
| |
| | they are unaware of the hidden costs that
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| - No project management tools/systems
| |
| | turnover can place on an organization
|
| - Monetary compensationOrganizations are
| |
| | once an employee leaves. Measuring
|
| in a constant state of restructuring.
| |
| | turnover is done simply and should be
|
| The demand for experienced and dedicated
| |
| | done yearly with the following
|
| project managers is on the rise, however
| |
| | formula:Turnover cost can also be
|
| it seems that less experienced personnel
| |
| | measured and should be reviewed on a
|
| are attracted to the profession. So then
| |
| | bi-yearly basis. The formula below will
|
| why do some organizations experience
| |
| | help you to calculate turnover cost:Even
|
| increased turnover?Generally speaking,
| |
| | with all of this new found data, the
|
| the US Bureau of Labor Statistics
| |
| | answers to why employee turnover may be a
|
| recently found that 40% of those that
| |
| | problem at your organization are still
|
| quit their jobs were doing so because
| |
| | unclear. Moreover exit interviews will
|
| they simply felt a lack of appreciation,
| |
| | not give you the feedback you are looking
|
| of teamwork, that the organization was
| |
| | for since the most common reason given
|
| perceived to not care about employees.
| |
| | for leaving an organization is always
|
| Serious charges from 40% of the people.As
| |
| | more money and a better job.It is up to
|
| of February 2005, the average turnover
| |
| | management to take the time to be
|
| rate in the United States was 3.1%. And
| |
| | critical and look inward. Understand
|
| while that number seems low, when you
| |
| | that a problem exists. High turnover is
|
| think about how many employed individuals
| |
| | a warning sign, a red flag that there are
|
| there are in the United States alone that
| |
| | internal problems within your
|
| number can be staggering. And yet many
| |
| | organization, some of which might be
|
| organizations let turnover go
| |
| | caused by senior management. While the
|
| undetected.CEO's just accept it as part
| |
| | turnover of a few employees can hardly be
|
| of doing business in today's competitive
| |
| | considered reason to be concerned, high
|
| marketplace. But more cost conscious and
| |
| | turnover rates should make you question
|
| successful organizations will see the
| |
| | the working environment that your
|
| negative cost factors that turnover
| |
| | organization provides both emotionally,
|
| inevitably will have on productivity,
| |
| | physically and financially. Ask yourself
|
| quality and service.F. Leigh Branham
| |
| | these questions:· Are employees managed
|
| believes there are Six Truths About
| |
| | the way I would want to be managed?
|
| Employee Turnover. They are as
| |
| | · Are employees monetarily and
|
| follows:1. Turnover Happens
| |
| | emotionally compensated?
|
| 2. Some Turnover Can be Desirable
| |
| | · Is the organization viewed as
|
| 3. Turnover is Costly
| |
| | employee oriented?It used to be that an
|
| 4. More Money is NOT Always the Answer
| |
| | employee was devoted and loyal to one
|
| 5. Management Holds the Key to Keeping
| |
| | company during the duration of their
|
| Talent
| |
| | employment. Today however employees are
|
| 6. Reducing Turnover Starts with
| |
| | looking out for themselves more focused
|
| CommitmentAll of the above information
| |
| | on their quality of life and the needs of
|
| while general can also be applied to the
| |
| | their family. That means that
|
| profession of the project manager.The
| |
| | organizations today must motivate and
|
| Domino EffectThe loss of a project
| |
| | inspire individuals to want to stay.
|
| manager during any phase of the project
| |
| | Engaging and empowering employees is one
|
| can signal disaster. Many times while
| |
| | of the great assets you have in the fight
|
| the methodologies for managing projects
| |
| | to reduce employee turnover. Data
|
| are set forth by the PMO (Project
| |
| | gathered by Development Dimensions
|
| Management Office), individuals have
| |
| | International (DDI) shows that companies
|
| their own unique system for completing
| |
| | or businesses with highly engaged
|
| tasks and organizing workloads.
| |
| | employees experience a lower turnover
|
| Therefore, the ramp up time associated
| |
| | rate. How does your organization stack
|
| with trying to decipher how an individual
| |
| | up?· Listen to employees
|
| works can bring the project to a
| |
| | · Treat employees with respect
|
| screeching halt. Project staff members
| |
| | · Praise a job well done
|
| find themselves asking the following
| |
| | · Ask employees for their input
|
| questions after a project manager
| |
| | · Show trust with more responsibility
|
| departs:- Where did they leave off?
| |
| | · Be fair and impartial
|
| - Who were their contacts?
| |
| | · Be firm but not tyrannical
|
| - Were they organized?
| |
| | · Apologize or admit when wrong
|
| - Will there be ramp up time associated
| |
| | · Pleasant working condition
|
| with understanding their job?
| |
| | · Room for advancementWhile there is no
|
| - Were they on schedule or will you need
| |
| | one answer to the issue of employee
|
| to bring the project up to speed?
| |
| | turnover there are many proven
|
| - Is it more cost effective to divide
| |
| | suggestions on how to limit the chances
|
| the work or train someone new?
| |
| | of it happening at your organization. We
|
| - Have stakeholders been notified of any
| |
| | tend to forget that the people working
|
| new developments?
| |
| | for us are typically the ones getting the
|
| - Has the budget been adhered to?In fact
| |
| | job done from start to finish. We rely
|
| the departure of a project manager
| |
| | on their knowledge, their skills and most
|
| influences all of the following:Scope -
| |
| | of all their commitment to perform top
|
| What needs to get done
| |
| | quality work in a timely fashion. As an
|
| Time - Ramp up increases
| |
| | employer, take the time to show your
|
| Cost - Overtime and training
| |
| | appreciation to those that work so hard
|
| Quality - Deadlines effect final outcome
| |
| | to make your business a success. Most
|
| Communication - Promises made cannot
| |
| | importantly listen to their needs and
|
| always be kept
| |
| | find ways to show that you're committed
|
| Procurement - Poor choice of outside
| |
| | to them. 80% of success is showing up;
|
| vendorsSo how then can turnover be
| |
| | make the other 20% increasing the ways
|
| prevented among project managers? As we
| |
| | you make them stay.Resources:U.S. Bureau
|
| discussed in the beginning, 0% turnover
| |
| | of Labor Statistics, Washington, DC
|
| is improbable. Limited turnover however
| |
| | 20212-0001, © 2004 US Department of
|
| can be viewed as desirable for
| |
| | LaborAdapted from "Keeping the People Who
|
| organizations. For instance new
| |
| | Keep You in Business" by F. Leigh Branham
|
| employees are bound to bring new ideas
| |
| | © 2000© SSI, Inc. 2005
|
| and methods with them thus revitalizing
| |
| | Successful Strategies International,
|
| what might have been a stale environment
| |
| | Inc. (SSI) is a training, leadership and
|
| to work in.But turnover in and of itself
| |
| | mentoring organization, recognizing the
|
| is not fully understood. Many
| |
| | need for quality training and services
|
| organizations fail to realize the high
| |
| | that are both time and cost effective.
|
| costs associated with turnover at many
| |
| | For information on how SSI can help your
|
| levels. Turnover can become a financial
| |
| | business create a Project Measurement
|
| burden to your organization with
| |
| | System, give us a call at 877-390-3057 or
|
| recruitment and selection costs, training
| |
| | visit us at is the President and
|
| for new employees, ramp-up time,
| |
| | co-founder of Successful Strategies
|
| increased work loads for existing
| |
| | International, Inc. (SSI). For over ten
|
| employees, overtime, reduced productivity
| |
| | years, SSI has been a successful
|
| and that's just naming a few. In fact it
| |
| | training, leadership and mentoring
|
| costs a company approximately 1/3 of a
| |
| | organization that specializes in Project
|
| new hire's salary to replace an employee.
| |
| | Management and Leadership
|
| If more organizations took the time to
| |
| | Development.Prior to forming SSI, Tom was
|
| view turnover as a financial hit rather
| |
| | involved with the startup of PCI Global
|
| than passing it off as part of day to day
| |
| | Inc., a training organization where he
|
| business life they might save their
| |
| | remained for over 14 years. Tom brings to
|
| organizations ten's of thousands of
| |
| | SSI over 25 years of professional
|
| dollars.There are ways to not only reduce
| |
| | experience in training and business
|
| the amount of turnover at your
| |
| | management and development.Education:
|
| organization but also to be prepared for
| |
| | BS from Widener University in Chester,
|
| it. In the random poll of project
| |
| | PA
|
| managers conducted for this article, the
| |
| | MBA from Lehigh University in Bethlehem,
|
| following suggestions were given as ways
| |
| | PAExperience:
|
| to reduce the amount of turnover among
| |
| | As a corporate officer of SSI and
|
| project managers:- Offer training
| |
| | previously at PCI Global Inc., Tom has
|
| opportunities to increase knowledge areas
| |
| | worked with such Fortune 1000 companies
|
| - Assess the changing workforce culture
| |
| | as Johnson & Johnson Worldwide, Wyeth
|
| - Measure the companies turnover rate
| |
| | International, CitiCard, Marriott
|
| - Become more employee oriented
| |
| | International, Sony, Standard Chartered
|
| - Hire the right people
| |
| | Bank, Olympus, Cablevision, Pearson and
|
| - Set up effective Change
| |
| | many others to help resolve their project
|
| ManagementWhile change in inevitable in
| |
| | management and leadership needs, thus
|
| an organization, you can be prepared.
| |
| | improving quality and performance.
|
