Statistical Study of Turnover Rate

Introduction The VP of CCLM is meeting with the management group . . . "We actively use Workforce Management and Scheduling to keep data about our employees and ensure that our Quality of Service measures are met. We should all be pleased with the improvements in quality and performance we have made due to our Quality Monitoring Program. Service is more consistent and productivity has improved by several percent. But we seem to be missing something. There are …

…procedures" through mission, values, and corporate vision that could be communicated through behavior rather than relying on printed or posted mission statements. As hourly employees report directly to their supervisors, the "standard operating procedures" concept should be clearly communicated to supervisors, middle managers, administrators, and other fulltime employees that have an impact on the environment and working conditions of hourly employees. This is especially so in CCLM operations where reliance upon hourly employees is ubiquitous.