Managing Employee Turnover

Bridget owns and runs a restaurant that specializes in African food, it’s about 24 months old now. It’s been quite an experience for Bridget.

She has managed to ensure stability and keep the business afloat during the 24 months period however, staff turnover has been high, leaving Bridget wondering “what work culture do we still have among us?”

You have people who want to be paid without work. Some lack basic acceptable work ethics and attitude needed to stay on a job. Shortly after she trains staff, they leave using her investment on them to bargain with her competitors.

She has managed to stay off debt, except for a few quite understanding term investors.

She recently requested for ideas on managing her staff turnover issues especially because of new outlets.

#MondayMarket would really love your input on how she can navigate this phase of her business. Kindly share your budiness tips, advice, and experiences Bridget can use to change the dynamics, especially if you’ve had similar experience, in the comments section below.

4 thoughts on “Managing Employee Turnover”

  1. Hi #Mondaymarket,

    I’m an architect and I’m in the construction industry.
    This happened to my business too a while back and here are a fee things I did that worked for me:

    -I enter into a signed contract with the individual, stating the probationary period and also the incentives that will come if he fulfils his own end of the contract. At this point he knows its not child’s play and that we are in it for business.

    – decide what type of investment/training to pour on that staff that shows prospects.

    -Create that sense of “its also your business too”, that also gives them a sense of belonging.

    -incentives and rewards for staff on projects executed and concluded excellently will spur them to outperform one another.

    Thank you.

  2. This really got me thinking. Do we now say we don’t want to train staffs for the fear of them cross-carpetting to competitions? Or do we train them to improve our business and then hope they don’t decide they want to sabotage our business for their own selfish gain? In fact, I was thinking about make one’s employees sign a contract that binds them to work with the company for a predetermined period during which they get the very best trainings required for their optimal performance on the job and include that they would have to transfer whatever knowledge the have learnt on such trainings to colleagues and subordinates alike. Just my thoughts on the matter.

  3. An employee can’t really be held back perpetually because of training expenses incurred by employer. Bridget can consider entering a bond and or non-compete agreement with relevant employees

  4. Every business should have a structure. Not having a structure is like not having rules. Roles and responsibilities should be clearly spelt out and responsibility and reporting lines should also be spelt out.

    Like Olumide says, having a signed contract is very key and with this contract, the roles and responsibilities of the person. Creating an enabling environment of growth and development is also good for a business.

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