Reining in high turnover starts at hiring

Some of the top things employees liked about the restaurant they worked in were co-workers, the position, and structure. (BOSTON GLOBE/FILE 2004)

Q. Seven months ago I was promoted to associate chef of a large restaurant in Framingham. One of my responsibilities is the hiring of new employees. Having been in the restaurant business for many years, I believed that I was a good judge of people and that I knew the type of experience and attitude that would make a good employee in a restaurant. During the past few months our turnover has been high. Of those whom I personally have chosen, all but one of those employees has left. This includes two managers who I thought would be great assets to our business. I feel very discouraged by my apparent poor skills in fulfilling my new responsibility as the hiring manager. Those who left have burdened the rest of us who work in the kitchen and I need some assistance to try to figure out what I may be doing wrong. Do you have any guidance for this overworked and discouraged new manager?

A. The restaurant business is notorious for having high turnover. The industry shares this distinction with the hospitality industry in general and certain job categories in the financial services and retail businesses.

Although many people who leave their jobs do so for reasons that are beyond the control of the employer, there is a sufficient number who leave for reasons that we can affect.

The first place to look is always the hiring process:

Bayles added, "When pairing these statistics with the anecdotal information we gathered in exit interviews, we learned that managers don't leave for more money nearly as often as they leave for better development. They value a positive culture and crave recognition from upper management for their accomplishments and the long hours they work."

Therefore, be sure to look at the training and development opportunities your company provides to new employees. Starting on day one, employees need training to help integrate them into your culture and to better understand your expectations. Consider the quality and the forms of the communications within your restaurant.

Ask yourself frankly: Are the working relationships that employees have with their supervisors really good ones? Where are improvements needed? Are you perhaps contributing to the turnover by your own personal style? Surveys repeatedly show that employees do not quit a company, they quit their manager.

A. You are right that there will be challenges to your planned transition, but the good news is that it is certainly doable and so many women in the workforce are proof of it. You are fortunate to be living in Greater Boston where there are several resources that you can consider calling upon.

The best way to start is to consider the impact on your family. People with whom I have spoken who have made the transition have told me that a serious look at the scheduling demands you currently fulfill and other family responsibilities that your family and others automatically expect you to assume, need to be put in writing for yourself so you can see where your focus should begin.

Your husband's role in all this is key, and therefore, a thorough discussion of alternative ways of fulfilling the gap at home will be necessary sooner rather than later. You may also have access to the employee assistance program at your husband's company. Most EAP contracts include family members.

Your own neighborhood can be a good resource when you reach out and connect with those women who are working and/or made the transition themselves. These informal support groups can be formed around almost any topic and you can be the catalyst for forming a new one in your area.

Another type of group you can put together is your own personal "board of advisers." This is a group that would be made up of three to six people you choose carefully based on your belief that they have your best interest at heart and that they will tell you the truth even if it may be uncomfortable. In addition, they may have professional connections or resources that can help you in your job search, or in finding services to support your family's needs. Their advice, support, and assistance can make your challenge a more pleasant and tolerable experience.

Focus next on the professional side of this equation: Will you be working part time or full time; what is the maximum number of hours that you can work? In light of your own past work experience and your present interests, with what industries will you start your search? What are your short- and long-term goals for this transition? Are your resume and supporting materials up to date? Have you selected and contacted your references so they know that you are planning to return to work and will need their support?

Also, how far and how long a commute are you willing to handle? Discover which companies that have a reputation for being "family friendly" and check out their websites. Have you renewed your memberships in professional associations to have access to their job listings and contacts? Do you want or need to work from home all or part of the time? Do you have the entrepreneurial spirit and want to start your own business?

I recently learned of a program that seems to directly relate to this transition issue. The Women's Leadership Institute at Bentley College is holding a four-session workshop entitled M.O.M., More Opportunities for Mothers. This program costs about $250 but it may be worth considering if you haven't secured a job by the date it starts on Jan. 14. They state that this program is designed around "helping mothers on career break who are considering reentering the paid workforce professionally refocus, reinvent, reconnect." You can get more information about the program at www.bentley.edu/wli or by calling 781-891-2789.

A. In this case I believe that the less you say the better; because things can change and you may someday want to work for them. My suggestions are that you consider saying that you just don't think that this job is the best match for you at this time. Do not make up a story or feel compelled to get into a lot of details about how you are thinking. This is a situation where keeping it simple is the recommended course of action.

Linda J. Lerner is an executive coach and a human resources consultant to small businesses and individuals. She can be reached at linda@lernerconsulting.com.

E-mail questions to jobdoc@globe.com or mail to Job Doc, Boston Globe, Box 55819, Boston, 02205-5819.