"How do we control turnover?" This is one of the most consistent requests of my clients in the hospitality industry. My answer is always the same. There's good news and 'bad' news. First, the good news. There are many ways to bring down your turnover figures. The 'bad' news is, it's not that easy. This may be tough reading for those of you who want to bring your numbers down now. As with most development and growth issues, treating the symptom, in this case turnover, is only a temporary fix at best. To get positive, concrete and long term results you have to find what is causing the symptom in the first place. Let's take a look at some common myths about turnover and see if you can get a better idea of what is causing it in your organization.

Myth # 1-Turnover is about the people who are leaving

These reactions reflect the organization and its' culture. It has been my experience that organizations with high turnover are organizations that have specific profiles which include unclear structures, poorly defined job responsibilities, different rules for different people, and strained relationships among and between employees and management. Organizations with this kind of unhealthy profile also tend to have high turnover of 'good' people; people they would like to keep. Yet, they often react to this turnover with denial, such as the remarks above or the thinking that 'things will get better'.

The saying 'if you're not with us, you're against us' is often true in this kind of unhealthy organizational culture. If employees find themselves against a 'wall' when they go against the existing culture, most will eventually leave. My experience shows that the organization is immune to the prodding of isolated individuals, who ultimately resign themselves to using their energy and creativity outside the workplace. In this case, if the employee loses, whether he goes or stays, so does the organization. What are your turnover figures telling you about your organization and its culture?

Myth # 2-Recruitment and turnover are two different things

When people leave, do you ever stop to think about why or how you hired them in the first place? You should. One common myth in organizations is that turnover and recruitment are two different functions and are therefore, approached separately. There is, in fact, a causal relationship. If your organization is very clear about the kind of culture you want to work in and you communicate that clearly to your employees and have systems in place to ensure that this culture is upheld and developed, it will show up in the recruiting/hiring process. The result will be that you actually 'invite' the kind of people who you want to work with to be part of your organization. Right from the beginning they feel a shared sense of what is significant and begin to take ownership for their future and that of your organization. If you do not clearly define who you are and where you want to go as an organization (and this is apparent in all aspects of the organization), how can you expect to hire people who can be aligned with this direction and purpose. Recruiting people without a specific purpose they can be part of, other than a job description, often results in turnover because people have no real reason to stay. How are your organization's recruiting and turnover related, or are they?

Myth # 3- Turnover is always a bad thing

On the contrary, turnover can be a good thing. Interestingly, during most organizational change, turnover increases. Why? Because organizational change at its best means growth. When this happens clear structures and goals are created, consistent rules of the game are established, and roles and responsibilities are clarified. For some people, this is not good. All of this clarity and light is just too bright for them. These people prefer to exist in organizations where everything is not so clear and they can spend a lot of their time complaining and avoiding work. Once they realize that the healthy changes are there to stay and things will not go back to the way they were, they leave on their own. This is positive turnover because the 'new' and changed organization doesn't need this type of employee. This movement is the beginning of creating a culture of employees who want to work for the organization and its (and their) future.

Myth # 4-Problems with 'Staff' turnover can exist without problems with management turnover

I always find it interesting when clients say that they have problems with either staff or management turnover. If you have problems with one, whether you admit it or not, you have problems with the other. If you only have high turnover of staff, then you need to ask yourself, what is my management team doing to help create this movement (especially if these are people you would have been better off keeping). Maybe you need to look at your management team and make some changes there. Or, if you have high management turnover, this is definitely effecting your staff and their performance, whether they are leaving or not. So, wherever the 'turnover' is actually occurring, you will get the best results in controlling it by looking at the movement from a larger perspective; one that involves all of your employees.

Myth # 5-You just can't get 'good' people anymore

Nobody wants to work anymore, right? Hotel industry staff isn't looking for a career, they just want to do their work and get their paycheck, right? . People will give you what you expect of them. My been my experience that the way you see your staff determines, to a large extent, the way they respond. People who are considered 'staff' rarely create a career out of an entry level position. However, people who are given the opportunities to see themselves differently and be an integral part of an organization's culture, will contribute invaluable ideas to your organization. Some will remain in staff positions, others will become part of management, and a few others will become executives.

Turnover is about lack of motivation. In the hotel industry, entry level positions are paid about the same in most organizations. So money is not the motivator here. Something else has to be present for people to want to work for your organization. Remember Maslow's hierarchy of needs? Employees may have their basic needs met by working for you, but do they see a future for themselves and the organization and are they aligned with that? Do you, as an organization, make it clear that by working for you there is somewhere to go, either personally or professionally?

Instead of hiring 'staff', recruit people who will become the future of your organization. The bottom line in controlling turnover is simple, but not easy. If you want to have 'good' people working for you, become a 'good' organization to work for.

Lisa Murrell is President of MetaSystem Consulting Group.

In our 20 years of international experience MetaSystem has found that organizations fall into two main categories: ones that are based upon unhealthy relationships, and those that are based upon clear results. Although most organizations do not fall on either end of this continuum, all of them can be found here. The "Love and the Law" is a questionnaire of characteristics commonly found in organizations based upon unhealthy relationships, and in those based upon relationships that support clear results. Take a look. Do you recognize your organization here? Send your request for this free information to metacg.com.

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