Attracting, motivating and

retaining entry-level workers can present a challenge to

businesses of all sizes.

The wide age range of such

workers, which may include inexperienced beginners in

their late teens to older workers with extensive job

experience, complicates the matter. What motivates the

workers varies according to their different needs and

perceptions.

Youthful workers, for

example, may view the job as only a first step in their

work life. Benefits, such as insurance, may not seem as

important to them as to the older worker with a family.

Turnover is costly for all businesses, large or small.

For a worker you are paying $24,000 a year, will cost you

an additional thousand or so dollars to replace them.

However, the small business owner may feel the impact

more immediately and to a higher degree. While there may

not be a magic formula for attracting and keeping

entry-level workers, here are some tips to consider:

Avoid the mindset that

"it's only an entry-level job" when advertising

and hiring. If you present the job as a

"nothing" job, applicants will view it the same

way. It may be entry-level, but it is still important to

hire the best person you can find for the job.

Pay the highest wages that

you can afford. Constant turnover due to low wages can

quickly increase your business costs and erode any

savings realized initially. If necessary, stretch the

company budget to pay a little more. Low pay can be a

false economy in the long term.

Recognize and reward

entry-level workers for their accomplishments. Again,

"entry level" does not translate into

"unimportant." Take time to acknowledge the

worth of entry-level employees. Avoid, however, shallow

or routine praise given simply because "that's what

the book says to do." Employees, especially the

older ones, quickly recognize this and it can do more

harm than good.

Compliment employees

according to the level of their skills. An inexperienced

employee may deserve, and appreciate, a compliment in a

situation where an experienced employee would actually

scoff at a compliment for something so routine. Tailor

your praise (and criticism) to the person and his or her

level of expertise.

Offer cash rewards on an

on-going basis. For someone on entry-level job wages,

even small cash rewards on a regular basis can be

important.

Award "personal

days" for special achievements. Some workers may

value and appreciate time off as much as cash.

Offer a choice of rewards.

One employee may choose cash as a reward for achieving a

goal; another employee may choose time off instead. Allow

employees to choose what is important to them.

Be flexible. Consider

offering flexible working hours to employees. You may

find this benefits the company as well as motivates

employees.

Consider a combination of

sick-vacation-personal days: the employee may be absent

from work a certain number of days each year, whether for

vacation, sick or personal. The number of days is the

same-how the employee uses the days is up to him or

her, no explanation required.

Offer financial assistance

for education as an incentive for entry-level workers to

grow within the company. Consider tying the assistance to

longevity with the company. An employee who uses the

assistance may �pay off� the loan by remaining with the

company for a pre-determined period of time.

Have meals brought in

occasionally. Example: on the last Friday of the month,

give all employees a longer lunch break and have pizza

delivered, along with beverages.

Listen to employees, then

respond-just listening is not enough. If the answer

to a suggestion or request is no,I tell the employee and

offer an explanation. Otherwise, employees feel that

management is only pretending to listen to their

concerns. This can also happen if the answer is always

no.

Take time to know your

employees as individuals. An advantage for small business

owners is that they often have the opportunity to know

employees on a more personal level and to have a better

understanding of what motivates their employees as

individuals. Use that knowledge-and everyone can

benefit.

Free by fax: If you would

like a free report on how to improve employee retention,

please fax your name on your letterhead or E-mail us with

the words, �Retention� to 770-760-0581/[email protected] .

Gregory P. Smith, author of

The New Leader, and How to Attract, Keep and Motivate

Your Workforce. He speaks at conferences, leads seminars

and helps organizations solve problems. He leads an

organization called Chart Your Course International

located in Conyers, Georgia. Phone him at (770)860-9464

or send an email at [email protected] m. More information and articles are

available at https://www.chartcoure.com .