PoultryUSA - August 2018 - 13
As for stay interviews, he observed a similar inconsistency among
the survey group. Those using stay
interviews presented a range of answers, with some saying they survey
all hourly and salaried employees
while others said they only interview
workers who presented issues to their
human resources department. A large
majority of the survey group said they
did not conduct interviews or surveys
examining why employees stay at the
For engagement surveys, several
respondents said they did not use
any surveys to find out what engages
their employees. Those that do had a
varied approach with some conducting regular surveys of all employees and some using
outside firms to hold the interviews.
Those surveying employees said they believe the
following practices are most effective in improving
retention and reducing turnover: the stay interviews
and engagement interviews; new-hire interviews held
after three weeks or 45 days after hire and roundtable
employee meetings. Some said they formed a team to
focus on their turnover and employee survey results.
Accountability and supervisor training
The survey asked who's ultimately accountable for
turnover and retention issues. Respondents said managers and supervisors, the human resources department,
the president of the company, all salaried employees,
everyone and no one.
"I have to say that we did get a lot of 'no one is held
accountable' for it," Spencer said.
Respondents said forms of accountability include
quarterly and biannual goals for retention and department and corporate score cards.
The group was asked about what type of supervisor
training programs they use to help improve retention.
Answers varied widely, with some using proprietary
training programs and others using internal methods
August 2018 ❙ www.WATTAgNet.com
Read more: Poultry processor sees
success renovating hiring process,
like monthly training seminars, training for newly
hired or transferred managers, computer-based training and soft-skill training tracks. Some said they do
not train for this purpose.
Several respondents offer an incentive program
for rank-and-file workers and management related to
employee retention. The programs include attendance
bonuses, referral bonuses, perfect attendance bonuses,
supervisor bonuses tied to no turnover, and employee
drawings for good attendance.
The final question on the survey asked: "What is
the single most important factor you have found to improve retention?" Responses included a positive work
environment fostered by management; giving back to
the employees; regular contact with new hire employees; temporary services that provide transportation
for employees; 40- to 45-hour work week; Monday
How long poultry employees work
90 days or less
6 months or more
90 days to 6 months
Source: US Poultry & Egg Association
Most poultry employees are leaving after less than
three months on the job, according to an industry