Retention Report Special Features - Efforts to Counter Turnover

-We have used restructuring as a tool to keep our staffing apace with our growth initiative. This has been effective and staff positions that change or are eliminated, feel they understand the changes. Retention is a concern as we have a small employment pool in our small rural county.

-We consider our turnover rate acceptable within the current job market. Most people have left for personal reasons (first time mom, retirement). I like the fact that we have at least people turning over each year as it gives an opportunity to find new employees. If we had no turnover, we may be missing out on some superstars.

-We carefully recruit and try out potential staff. Because salaries are low and the work demanding only a few individuals are suited to be long term employees

-Small “flat” organizations do have the challenge of maintaining excellent employees when upward growth potential is limited. Our competitive (for a nonprofit) benefits including 403B matching program seem to be a draw. Of course, the issue raised by vacancies is lost productivity and strain on remaining staff - any best practices around transition planning and implementation would be helpful to us. Redefining job roles and responsibilities to make the most of remaining staff is one way we are working to retain employees and let them widen their range.

-Proper training and equal treatment are essential for long term retention.

-Nearly 50% of our employees have been with us 5+ years. This is a result of flexible work weeks, increasing salaries and staff reorganization.

-Addressing needs of working parents, particularly mothers is important. Our organization has a difficult time providing part time professional and managerial positions

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