Reference no: EM131981318
Scenario
You work at a small private health clinic in Chicago. Your organization's turnover has exceeded the industry norm by 10% for the last two years in all areas, including medical staff and administrative staff.
Numbers of employees and average salary are as follows:
Reception, check-in desk: 22; $32,000
Accounting, Marketing: 8; $49,000
Administrative management: 5; $82,000
Executive management team: 4; $103,000
Doctors: 28; $173,000
Nurses: 122; $67,000
Nurse assistants: 53; $39,000
You realize that something needs to be done to address the turnover issue. Currently, employees are paid on a banded scale and are not offered bonuses or profit-sharing options. Besides pay, your organization does not offer other tangible incentives.
In recent exit interviews, employees, particularly nursing assistants, have said they don't sea room for growth and complain of harsh treatment from their administrative managers and doctors. While they feel the pay is fair, some complained they had not received a pay raise in five years or more.
Another complaint heard often is the lack of communication and socializing amongst co-workers. Although you feel this data is good, you do not want to base overall employee satisfaction on a few exit interviews.
• Reasoning as to why the high turnover should be a concern
• Your ideas to gather employee satisfaction data and budget for this task
• A sample plan for retention with an additional total budget of $120,000