An organization’s culture has a very powerful influence on many workplace-related behaviors, actions and attitudes including the decision to stay or leave. Cultures that are profit-driven, cost-cutting and policy-driven may have much higher turnover rates among their employees compared to those which focus on improving processes and creating a happier work environment. Managers are an important part of an organizational culture and also exert great influence concerning staying or leaving.
Organizational Culture
Any company’s culture is the first step towards the creation of a work environment that is satisfying and comfortable to employees. Cultural values are widespread throughout the life of the organization, whether leaders or managers are present or not. These values provide the key elements by which top management integrates managerial actions into strategic organizational design.
An organization’s culture reflects value systems that over time become embedded in managerial practices, work processes and quality of care. Employees may or may not connect with these values and as a result, decide to leave the organization and find a culture that resonates more with their values.
Staff Turnover
High turnover rates, challenges in recruitment and the high costs associated with both are creating a staffing crisis not seen before. Organizations simply cannot afford to lose good employees due to unattractive cultural values, practices or behaviors. There is a direct link between high turnover and poor care and the use of agency staff is incredibly expensive and at times, unpredictable.
High employee turnover has many negative effects beyond quality of care including the facility’s ability to maintain mandatory staffing levels, the morale and overall climate of the facility, and emotional and physical exhaustion of the staff.
Management’s Cultural Role
Leaders and managers wear many hats, but one that is particularly powerful is being the personification of the organization’s culture, whether it’s positive or negative. In this light, managerial practices directly affect staff turnover. Here are some examples.
- Managers who allow nursing assistants to be involved in care planning have less turnover
- Managers who effectively communicate and listen to their staff have less turnover
- Managers who ensure adequate staffing levels, provide training opportunities, and support a positive work environment see less staff turnover
A manager’s leadership style also greatly impacts an employees’ decision to stay or leave. Managers who consult their staff, ask for input and opinions, share in decision-making, and create consensus have less turnover.
How Managers Can Use Culture as a Tool for Retention
Developing a culture of retention is a basic tool for improving the workplace by emphasizing the organization’s core values for success. Managers can use their unique culture to develop a positive work climate which fosters consensus among employees on cultural values and the everyday practice of cultural beliefs, attitudes and principles. In a sense, managers become the organizational culture role model who creates standard operating procedures and strategies for positive change.
Final Thoughts on Developing a Culture of Retention
Sometimes a corporate culture is like the air we all breathe. It’s always there, but we just don’t think about it. Despite this, culture can be a powerful tool when used by management in positive ways, to retain good employees. When staff begin to feel that the corporate culture doesn’t care about them or the seniors they are caring for, they may decide their workplace isn’t for them anymore.