gb520 white paper
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Measurement and decision makingTRANSCRIPT
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Managing Voluntary and Involuntary Turnover
Author: Try L. Muller
Date: September 13, 2009
Introduction
Turnover is not as much of a problem for nonprofit organizations as it is for most private
sector companies. The Opportunity Knocks 2008 Nonprofit Retention and Vacancy
Report showed that the turnover rate in private sector firms was 45%; over double that
of the 21% rate boasted by nonprofits. Piedmont Housing Alliance is no exception to
this trend as their average turnover rate for the past ten years is just under 10%. Even
though PHA’s entire staff only consists of twenty people, the number of employees that
leave annually would have an even greater effect on this rate. So, it is impressive that
not even two employees leave the organization annually. Furthermore, managing
voluntary and involuntary turnover is unique for PHA because of the effect turnover has
on the government funding the organization receives.
The Handbook
The organization clearly articulates the company’s policies in the employee handbook.
The employee handbook gives very explicit guidance in the form of policies, policy
enforcement, and it is explicit on employee separation policies. This is key in managing
turnover— especially involuntary— because the actions that management will take are
justified, in writing, by the regulations listed in the handbook. Employees have no
excuse for not understanding actions taken as the handbook explicitly describes the
enforcement measure and guidelines that govern the organization.
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Another important aspect of the employee handbook is that it reinforces the mission
statement in detail. When new employees are hired they are required to read the
employee handbook within the first week of orientation. The purpose for this is to
mentally align the employee’s thoughts, actions, and attitude with the overall outlook of
the organization. PHA wants every employee to understand that their role should be
performed in accordance with the principles and values that makeup the organization.
Employee Discretion
PHA is penalized for any employment vacancy listed on its application for funding.
Needless to say, the organization is very reluctant to enforce any voluntary or
involuntary turnover procedures that may reflect badly on the organization. Under
voluntary turnover procedures, the employee is supposed to provide his or her manager
with a two weeks notice and a resignation letter stating the date of separation.
Subsequently, the employee benefits become inactive a month after the separation
date. Unlike many employers, employees at PHA are encouraged to work through their
final two weeks before separation. The organization is a firm believer in employee
relations and public relations. The Board of Directors does not want to give the
individual any reason to degrade the organization if it at all avoidable. The employee is
very important to PHA and actually has a lot of discretion within the organization due to
more liberal policies.
Liberal Termination
The employee handbook is explicit in describing which policies and regulations have a
“0” tolerance policy— which happens to be every policy except termination based on
insubordination. PHA treats insubordination very delicately— sometimes too
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delicately— because they always want to salvage the relationship with the employee
and they do not want management’s actions to misrepresent the organization to the
public should the separation be a negative situation. The termination procedure for
insubordination is a three step process:
1. The employee meets with the leadership team member in that department to discuss
issues. A written action plan will be put in place and the employee goes on an
immediate, “0” tolerance 30-day probation period.
2. On the second infraction— or there is a violation during the probation period— the
employee is immediately suspended for one work week [with pay] and vacation
hours are deducted to account for the five days on suspension.
3. If management feels the need to address the employee’s insubordination a third time
then the employee is let go immediately after a meeting with the Executive Director
and the leadership team member.
Even though this policy is in place, PHA is naturally a very liberal work environment.
There have been times when employees have vocalized their dissatisfaction with their
job on a daily basis. In one situation, the employee was simply moved to another job
opening within the organization to quell the situation. This expressed tolerance could
eventually backfire on the organizational leaders if unappeased employees continue to
be allowed to disrupt the work environment.
Effective Managers
Good managers are able to identify issues amongst its employees and the need for
change. Turnover is not the way that managers at PHA want to facilitate change.
However, should this be the case, management should use the undesirable qualities of
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some of its current and former employees to identify potential candidates who they feel
would fit better with the organization’s identity.
Offering some more career development activities and maybe some non-monetary
benefits would also help the overall attitude of the employees and is something that
managers can put in the action plans for those employees demonstrating
insubordination. It is very important for management to make adjustments and
understand the cost and benefit of turnover. There are ways to capitalize on both
voluntary and involuntary turnover as well as various steps that can be taken to help
prevent high turnover rates.