Obviously managers cannot control all of these areas, but certainly we have the ability to affect most of them. We can look at what other jobs are paying in our area and adjust our compensation packages. We can also ensure that we do not promise advancement in pay or responsibilities to employees, when we don’t have a clear, written plan in place to actually make that happen. It is so easy to say “The job starts at $12 per hour and will increase from there with performance” with no real plan as to what that will look like. If you as a manager/owner are going to promise advancement, have your criteria and levels worked out ahead of time. This will help ensure that you don’t forget your promise, and that those valuable employees stay your employees.
Billikopf also reported that “relations with management” has improved from a previous study in 1953 (17 percent of respondents indicated primary reason for leaving), but has remained unchanged since their 1983 study (8 percent). Management that cares enough to know whether they are competitive on “compensation and benefits”, talks to their employees about “working schedule and time off”, regularly gives feedback to their employees and engages their employees in their dairy will certainly go a long way toward improving on their relationships with their employees.
Probably, the biggest thing that you can do as a manager to improve employee turnover, is to see employee management as a critical part of your operation and one that you can improve on. Someone on your farm has to be focused on this management area and sufficient resources (both personnel and dollars) need to be allocated toward improving employee management if you want to see employee turnover cost reduced.