The following are excerpts from the above titled report published last fall. For the full report, go to www.mtcinstitute.com

Many corrections professionals like to call correctional officers (COs) "the backbone of the prison system." If this common perception is accepted, COs must be considered the system's "most valuable employees." Unfortunately, the loss of correctional officers nationwide is at an all-time high. Moreover, rapid turnover is making it nearly impossible for prison systems and correctional administrators to provide an experienced and cost-effective security workforce.

This review of material related to CO turnover uncovered several important issues. Perhaps most significant: CO turnover is on the rise, and the cost of replacing these well-trained employees is growing. In addition, prison populations are escalating, contributing to the problems associated with recruitment and retention of prison staff. The labor market is getting tighter (i.e., more jobs are available for a shrinking workforce). Furthermore, state and federal budgets are being squeezed too tight to be counted upon to resolve these issues any time soon.

Because significant CO pay increases are highly unlikely, managers need to implement proven employee retention strategies. Beyond this, it is incumbent upon correctional administrators and managers to learn everything possible about hiring and maintaining a well-trained correctional workforce. An agency or institution's success in the employee retention battle often provides an accurate indication of the overall success of the organization.

STRATEGIES TO IMPROVE RETENTION

Most of us have learned from parents and other authority figures that quitting a job without having another one to go to is not a wise thing to do. A decision to terminate can result in lost opportunities to network or retrain to learn new skills that would be useful in future jobs. The contributing factors leading to turnover of staff are varied, but it is easier for staff to develop an intention to leave a job when the boss-employee relationship is strained, the pay is not considered fair, training is nonexistent, or the work unchallenging. Many agencies are battling to keep top employees by implementing a general employee retention model that has limited cost impact and is under the control of supervisors. Some organizations use a seven-step plan provided by Bledsoe (as cited in Riley & Wilder, 2002, p. 91). The steps are:

1. Control the environment, trainer, and mentor, from the time of initial contact, to provide the appropriate first impressions.
2. Provide information to staff continuously, noting the positives about the organization.
3. Use training and other opportunities to develop staff skills and career potential.
4. Facilitate cross training.
5. Recognize staff accomplishments.
6. Establish realistic performance goals and objectives.
7. Incorporate staff into the decision-making.

It is clear that development of a strategic workforce plan is important to get a clear sense of where the agency is going, what steps it needs to take, and how to track progress. Barlow and Fogg (2004) suggest ten "imperatives" to use as a guide. Their plan assists human resource staff and other stakeholders in defining needed action steps to close gaps that may preclude an agency from reaching workforce goals. The plan imperatives include external and internal steps. 

Employees in correctional agencies also want a good place to work, with managers who exhibit appropriate attitude and behavior. To illustrate the possibility of a correctional agency being a good employer, the Fortune Magazine named the Denmark Department of Justice as one of the best employers in Denmark (Levering, 2004).  A study by Development Dimensions International (2004) found that employees consider an organization's ability to provide a good work/life balance, trust, a good relationship with the boss, and meaningful work as paramount in their decision to continue employment.  That same study found three quarters of the employees surveyed believed the quality of supervisory relations and employee ability to establish a balance between work and home life as very important for retention. Of the human resource professionals that contributed to the survey, 98 percent indicated their organizations needed to do a better job on staff retention.  Turnover drives recruitment in the correctional system operation. Recruitment and initial training are costly and burdensome. These activities typically draw upon the expertise of supervisors and line staff, which depletes their ability to address the daily operational demands of the facility. High turnover forces administrators to pay attention and reevaluate retention strategies; otherwise, they or the organization will pay the price.  Management can use data from exit interviews and staff surveys to help determine which retention strategies to implement. In addition, market surveys are helpful in determining the competitiveness of wage and benefits.

Strategies to enhance recruitment and retention systems should also include processes to evaluate longstanding practices. One such practice is putting a recently retired, long-term ex-correctional professional back into a training academy with the new recruits.  Some states (e.g., Arizona and North Dakota) have established a process designed to acknowledge past experience, in which a portion of the academy training is waived, permitting a shorter training program that provides jurisdiction-specific information. Some states also advertise externally for wardens or deputy wardens, permitting a direct hire, yet do not permit a retired correctional professional who has supervisory experience to be directly hired as a supervisor (i.e., sergeant or lieutenant). Many retention practices are controlled by agency/unit staff and supervisors, who need to think progressively about future staffing needs. Organizations that implement strategies designed to improve retention are able to decrease the need for new staff and lower the costs associated with turnover.

Recruiting

Top corrections agencies focus on understanding the dynamics associated with continuously improving their recruitment and selection processes to meet short-term hiring goals as well as long-term strategic goals. Some agencies have successfully capitalized on the ability of current employees, who receive monetary rewards in most cases, to bring in recruits.  In an effort to reduce its staff attrition rates, the Texas Department of Criminal Justice (TDCJ) initiated a "war on attrition," implementing a variety of programs.  Linking the quality of work life to its ability to recruit and retain staff, Texas recognized that the same factors that encourage retention also help recruitment. One successful program used monetary inducements for officers to refer applicants. That program had produced approximately 800 new correctional officers as of June 2002. TDCJ made use of all the traditional sources of applicants and even worked the direct mail.  It also encouraged former staff to come back to work part-time (Castlebury, 2002).

As J. Leslie McKeown, author of Retaining Top Employees, explains, "recruiting for retention" means employers need to understand that employees are choosing with whom they wish to work. Additionally, even though many employees come to the organization looking for skill development and learning opportunities, many will move to other jobs, leaving the organization. Thus the organization will need to have continuous training and development of staff. Employers must realize that "compensation is only one reason why employees stay, and that it's often secondary to their personal and career development" (McKeown, 2002, p. 122). 
Employers also must take a second look at those who apply for jobs that they are clearly overqualified to hold. Times are such that very talented workers are looking for a second job, where thinking and decision making are at a minimum, as a break or as fun in contrast to the stress of their full-time position: "Many studies indicate that non-monetary factors attract applicants to one employer over others" (Arthur, 2001, p. 57).

Given the costs involved, employers must be cognizant of the various ways candidates may be recruited. Upon assessing the job skills, education, and traits required for a position, employers should note where the best possible candidates could be found. According to Chambers (2001), author of Finding, Hiring and Keeping Peak Performers: Every Manager's Guide, the best way to recruit is to focus efforts where there are large numbers of the best candidates who probably would want to work at the organization. According to Chambers, successful recruitment strategies include:

* Recruiting within eight hours of work location;
* Providing relocation allowance;
* Giving the candidate information to share with significant others (e.g., information about compensation and benefits);
* Identifying current employees candidates may wish to talk to;
* Providing an opportunity to see the work location;
* Offering assistance in their job search efforts;
* Providing details relating to housing, schools, services, etc.

In an effort to compete for top candidates, employers should be more proactive. With competition for applicants becoming more intense, agencies are evaluating the time it takes from contact with an applicant to making an offer of employment. Applicants find it difficult to understand why it takes longer than a couple of weeks to process an application. It is incumbent on the agency to forewarn the applicant about the processing timelines. It is also important that pre-hire activities be performed on weekend days so as not to cause conflict for those who have jobs, and processes should be run simultaneously so as to minimize unnecessary delays. 

Using the Internet to Increase the Applicant Pool

While traditional recruiting activities play an important role in the hiring process, advances in technology have opened the door to new methods. The Internet, which is available 24 hours a day, is becoming more prominent in the human resources professional's tool kit. Research clearly demonstrates that many more applicants are finding positions via the Internet. In 1996, only 11 percent of employers were using Internet recruiting (Drake, 1996), but by 2001, 96 percent of employers reported doing so (Arthur, 2001). Web-based human resource management and automated screening of applicants are evolving as well.

With Web sites in place, agencies can maximize their potential for reaching prospective candidates through Web site job postings. A recent Nielsen NetRatings study found an estimated 151 million individuals across the nation accessed the Net at least once during the month of January 2004 for 40 minutes, on average (Sullivan, 2004). The global power of the Internet is an important recruiting asset that can help agencies deal with the future employee and talent famine.

Agencies can use the Internet as the driving force in their recruiting strategy. While developing a system may require an investment, having the ability to automate candidate screening and tracking, manage a larger volume of resumes and applicant information, and streamline the recruitment process will pay off with more quality candidates. This is especially true with younger workers and those more technologically advanced who may be looking for an exciting job opportunity. Correctional systems with numerous rural facilities will only benefit from expanding their recruiting efforts through use of the Internet. 

Applicants for a correctional officer position want to obtain basic information. Internet job sites should include a description of the position, basic qualifications, requirements, compensation, benefits, current job openings, and how to apply (preferably online).  Making this available will encourage applications. 

With the shifting demographic profile of the United States, agencies must target a growing pool of Hispanic applicants. Adding bilingual materials and information to Web sites will help some applicants understand more about an agency and the job of a correctional officer. Such strategies can ultimately result in more applications for available jobs.

The old style of hitting the streets looking for a job is gone. Job seekers of today can simply sit down at their computer and search for that perfect job on Internet job boards, most of which have a resume builder and resume-posting format. Internet usage facilitates job movement by younger Americans. In the past, hiring new staff required finding the person who impressed the interviewers. But today, in this demanding market, employers often have to impress the prospective employee, who uses information from interviewers to gauge whether he or she and the managers and organization are a good fit. Skilled applicants, including those for correctional officer, may have several offers of employment from which to choose. It is therefore incumbent upon the organization to show an applicant that it offers a work environment that meets the applicant's interests and career objectives (Chambers, 2001). 

Recruiting and retention success depends in part on having clear and up-to-date job descriptions. Talented prospective employees will compare their skills against the job requirements. If new employees' skills are a good match for the position, they are more likely to be satisfied and remain on the job longer. While there are many reasons employees do not last through a probationary period, the most often cited by administrators are poor screening practices and no pre-employment measures of actual job skills (Levesque, 1996). 

Meeting the challenge of hiring talented staff in a competitive job market requires constant attention to recruiting initiatives. Effective organizations are using open continuous job announcements in their search for exceptional candidates to fill future openings.  Many organizations are in a fierce competition for talent and most seek to hire the best and brightest applicant available.

The Pennsylvania Department of Corrections (PA DOC), for example, has taken the search for candidates on the road, addressing the rural nature of its facilities with a Mobile Recruiting Unit (MRU).  This unit has also helped find and attract qualified minorities and females to work in DOC facilities. The MRU, which is compliant with the Americans with Disabilities Act, has computers, wireless Internet connections, and a projector to display career and recruitment videos. This technology enables job applicants to search for vacancies and electronically submit their applications. The MRU has helped the PA DOC save money by reducing the number of job fairs it attends. It also improves department image and provides a better pool of candidates for both correctional officer positions and other positions that are more difficult to fill (Raphael Chieke, personal communication, March 30, 2004).

Applicant Screening to Support Retention

The purpose of screening instruments is to provide agencies with better methods to improve the job-training match. Many agencies are seeking to improve job training matches by improving applicant screening.

A study of video testing using the Correctional Officer Video Test(tm) (COVT) by Ergometrics for the North Carolina Department of Corrections found reductions in turnover and sick leave use (Spurlin & Swander, 1998). Using a small sample in Oregon, a similar study of the COVT found a turnover reduction of 73 percent and a drop in sick leave use of 50 percent. A follow-up study in Kansas, after a year of COVT use, found turnover down 6 to 32 percent. The report recommends further research into the linkage between the screening and reductions in turnover and leave usage (Spurlin & Swander, 1998).

COVT is a video-based, situational judgment test.  It provides management with a realistic preview of how candidates might perform in numerous situations they will face on the job. Some view this type of screening as more realistic and objective than a situational judgment interview or written test. It also provides applicants with a job preview, so if hired they come to the job fully aware of many of the tasks, responsibilities and kinds of situations they will face on a day-to-ay basis. A number of state correctional systems (e.g., Colorado, Georgia, Iowa, Michigan, North Carolina, Ohio, Rhode Island, West Virginia, and Wyoming) use a video-based, multiple choice test as one of their screening instruments.

Sheppard (2003), working with the California Board of Corrections, led the development of a new Adult Corrections Officer Examination. This pre-service exam is a battery of multiple choice tests designed to measure general cognitive abilities and other qualities important for successful performance as a correctional officer.  The exam takes about 2 1/2 hours to complete. Results allow candidates to be grouped into three categories: Highly Qualified, Qualified, and Not Qualified. The top priority hires are those with a score above the 70th percentile (i.e., Highly Qualified). The exam allows the administrator to establish cut points based on need and expected success ratios for their correctional officer pool.  A successful criterion-related validation study has been conducted with staff and supervisors in 26 participating agencies (Sheppard, 2003).

New Employee Orientation

First impressions are very important, and new employee orientation is a critical opportunity for the organization to make a great and lasting impression on new employees. As a part of the orientation program, supervisors should conduct an entry interview to document why the employee joined the organization (McKeown, 2002). It is equally important to find out what makes the employee stay with an organization. 

New employees tend to identify their level of comfort within the first three weeks on the job (McKeown, 2002). Orientation should be separated from induction (e.g., filling out forms and training). Induction-related paperwork can be put on a disk, with the exception of necessary legal documents, and taken home by employees for completion, allowing more time to acclimate them to the agency. McKeown (2002) relates that the orientation program should center on certain key areas:

* Employee expectations;
* Bringing added value;
* Communication with fellow employees; and
* Organizational teaming.

In addition to orientation, many organizations have successfully added structured Field Training Officer (FTO) programs to assist new recruits in assimilating into the new work environment. Comprehensive orientation and FTO programs are a training investment that can be used successfully to coach and mentor less experienced workers, leading to an increase in knowledge and self-assurance on the job (Mor Barak et al., 2001).

Improvements in the Work Environment

A prison work setting must operate 24 hours per day, 7 days per week, and typically involves shifts and posts. Consequently, correctional officers do not telecommute.  However, there are a number of potential employees who are very capable of working, but who choose not to apply for full-time work. Managers of today need to embrace the opportunity to use part-time employees and alternative shifts that permit a better balance between work and personal life. 

Recognizing the need to foster a work-life balance, the Ohio Department of Rehabilitation and Correction (ODRC) created the Bureau of Staff Enrichment to help staff reach full potential. Emphasizing the positive, staff of the bureau use alternative dispute resolution to resolve conflicts at work, which helps reduce stress (Wilkinson, 2002). Flexible work schedules in use at selected ODRC facilities decrease overtime and unplanned absenteeism, as well as improve the quality of life and work productivity (Collette Brandon, personal communication, April 13, 2004).
Surveys have pointed to the need to reevaluate operational elements, such as work schedules and work life issues.  Lommel (2004), for example, noted correctional officers leave agencies and companies because of difficulty with demanding hours and shift work. The Arizona Department of Corrections surveyed staff and found the item having the greatest potential to reduce turnover was support from the organization, which included improvements in the work environment (ADC, 2002).  Following a recent survey, the Oklahoma Department of Corrections initiated several new programs based on the survey results (Ward, et al., 2004). They include:

* Educational programs (e.g., elder awareness, suicide awareness and prevention, employee benevolence, retirement and financial planning).
* Enhanced employee recognition program.
* Shared leave program using a Web-based registry.
* Improved communication and information sharing systems.
* Workplace environmental enhancements.

Other models have been developed or used that appear promising in the battle to reduce turnover.  People who are looking for fewer hours with some benefits take second jobs. According to Spherion, in its national Emerging Workforce Study (2003) of more than 3,200 American workers, "seventy-three percent said they were willing to curtail their careers to make time for family. Ninety-six percent are attracted to employers who offer ways for them to make time for personal responsibilities and personal development such as flex-time, job sharing and telecommuting, but most employees work for employers who don't offer such work/life balance options" (Spherion, 2003, p. 2). 

The Texas Department of Criminal Justice (TDCJ) is using a part-time correctional officer position, which requires 20 hours work per week. While part time, the hours worked are negotiated between the officer and the unit warden. There is an option of temporarily switching to full-time employment once per year. This permits those who are working part time while in college to work full time during the summer break. With benefits, and flexible work schedule, the part-time correctional officer employment program is an available to many applicants who would not otherwise consider employment as a correctional officer. 

Agencies that take advantage of college internships are taking important strides toward the development of a professional workforce (Stinchcomb, 2004). There are excellent opportunities to create partnerships with community colleges and universities. Recruiting and internships in these communities provide students, who may not have decided on a career, with a position that would enable them to determine if they would want to work in corrections, and provide the agency with the opportunity to consider the student as an employee.

The Oklahoma DOC has also designed a part-time position, the Temp-Cop program, for those who wish to work part-time and have flex schedules (32 hours/ week or more). Program participants receive on-the-job training (OJT) and workers compensation coverage among their program benefits. The Oklahoma DOC has also established a relationship with a local college, and is offering on-the-job training for veterans while they perform a job and earn wages, as well as receive GI Bill benefits.
Many recruiters look to military retirees. Of the 200,000 people coming out of the military each year, 45 percent are under the age of 25, but all of them have some form of technical skill (Arthur, 2001). Some agencies/companies seek veterans as potential employees who are professionally trained, have experience in a specific job skill, and have professional work habits-all of which save employers vital training and human resource recruitment expense.

A number of additional strategies were implemented by other agencies, according to Castlebury (2002).  TDCJ was able to reduce no-show rates by 11 percent at preservice training academies when temporary academies were established in regional areas. TDCJ also developed a structured 100-hour on-the-job training program, with an interview with the warden at the 90-day mark to help refine practices. At selected TDCJ facilities, staff were permitted to exchange workdays to avoid vacation day scheduling problems. In addition, employees were encouraged to provide input into unit and regional activities.

The 12-hour shift and some derivatives of the long shift are popular in many jails (Liebert & Miller, 2003) and some prisons. Some managers report that 12-hour shifts are problematic, resulting in employees who tend to be less invested in the job. Other jail managers report that employees like the longer shift, enjoying the extra time it affords them to spend with their family or secure a second job. More employees who are becoming accustomed to longer workdays (i.e., 10 or 12 hours) can meet the challenging staff objective of a more balanced work-life relationship through the compressed workweek. A higher cost may be associated with the longer workday and/or alternative shift, but with a reduction in turnover because job satisfaction is increased, the costs may more than equal out.  There is also new technology being applied by correctional managers to reduce problems associated with scheduling. The California Youth Authority recently purchased the InTime Officer Scheduling for Corrections software (Correctional News, 2004). The application can be used "to build long, complex shift rotations and assists schedulers in matching officers to shifts by criteria including overtime status, exclusions, skills and experience" (p. 9).

Some of the items that employees want from a supervisor are totally within the supervisor's control, namely, acknowledgment and recognition. According to Aon (2003), the number-one item on an employee's wish list is an understanding by supervisors about the need for personal and family time.

Pay and Benefits

The national average compensation for correctional officers is not going to make these employees rich. In general, the average pay for similar positions, including jail detention, bailiff, and baggage screener at airports, is better than that of a corrections officer. However, just as pay is not the primary draw to the position, it also is not the determining factor in whether an employee will stay.

For today's workforce there is clearly a need to consider what a job entails as well as its salary and nonmonetary rewards. The competition for talented, skilled staff is growing. Those agencies able to enhance their public image while addressing applicants' need for a better work environment and fair compensation package will have an edge over competitors (Arthur, 2001).  As time goes on, organizations pressed by employee losses are reevaluating certain aspects of their employment package, such as safety, breaks, work time, and environment. With the ability to gather data on competitors, companies are being forced to look at what is fair compensation.

In a survey of 1,000 employees, Kovach found that supervisors continue to think that employees rank good wages as their top expectation. However, in the same survey employees listed good wages as number five. The employees were more interested in interesting work, appreciation, involvement, and job security (as cited in Glanz, 2002). In a study of over 1,000 employees conducted by Management & Training Corporation, salary was not identified in the top five items of value by security staff (Conner, 2001).

Determining fair compensation can include a number of factors. McKeown (2002) advises that compensation should be within 15 percent of the industry standard, as determined from surveys conducted; adjustments should then be made to remain competitive. If pay is between 5 to 15 percent below market, then adjustment would be required only if other elements of the package do not compensate in some manner. Keeping top employees requires a competitive employee package.
There are a number of older, usually rural, correctional facilities that offer staff housing as a part of a competitive package. This is an excellent way for an organization to support staff, creating a unique bond between the organization, unit, and employee.  Some states have created special bond programs or grants for builders willing to construct housing for correctional staff in communities with prison facilities.  Agencies and employees both can benefit if agencies are able to consider nontraditional methods of providing accommodations for employees that reduce commute times and supply affordable living arrangements.  The human resource professionals at the local institution can also serve as a guide to jobs in the immediate area for spouses. Those working in the corrections field who have spouses need the ability to earn more than what is paid at the institution in some cases. This may include a job at the prison, where the partners work different shifts to accommodate parental responsibilities.  In any event, correctional agencies or companies should plan how they can help structure a menu of possibilities for the many working partners who consider joining the organization.

Many employees will be looking at the opportunities that a robust job market creates. Benefits must appeal to the immediate needs of applicants and retirement plans will not be as important as they once were (Chambers, 2001). Some agencies and companies are offering exercise rooms and workout equipment, which coincidently helps with lowering health care costs.  Other approaches to engaging employees include company/agency-sponsored family picnics or structured tours of the facility. McKeown (2002) points out that a fair compensation plan is important, but it does little to improve retention.

Communication and Recognition

Communication with employees is vital to organizational health and ultimately the reduction of turnover.  Surveying the employees is an excellent way of collecting information and getting feedback, but unless the agency is willing to listen and take action, then it is better not to ask the questions. The Federal Bureau of Prisons routinely surveys its staff to determine whether changes are needed. In fact, many organizations, regardless of their size, regularly get employee input.

All too frequently supervisors fail to take the opportunity to recognize their employees when merit is deserved. Many studies relate that this is one of the items staff want from supervisors (Arthur, 2001, Glanz, 2002; McKeown, 2002). Recognizing staff and their ideas paid off well for the Ohio Department of Rehabilitation and Correction (ODRC). ODRC issued monetary recognition awards of $12,999 during the year, with department-wide savings from innovative staff ideas of $260,000 projected during 2001 (Wilkinson, 2002).

It is critical that the recruiting and retention program allows employees to feel they can make a difference with what they are assigned to do. Employees must also be recognized for their hard work, training, and skill development, as well as have a greater degree of control and input in daily work, and have work that is challenging, fun, and exciting (Arthur, 2001). While many agencies have recognition programs, it is important to find out from staff if the program is as effective as perceived by management.

Training and Certification

There is no argument: training is critical to retention.  Human resource managers with few exceptions believe that "training was perceived as more effective than increased salary or benefits," according to a survey at the American Management Association Conference (Arthur, 2001, p. 259). This includes attendance at conferences, tuition assistance, and managerial training, as well as technical and interpersonal skills development.

Many organizations have various levels of management development training. An employee assessment that incorporates feedback from subordinates, peers, and supervisors can enlighten the supervisor and identify potential issues or areas in need of training.

Corrections professionals can choose training and certification from an external association. Certification programs, offering professional training and certification from entry level to more advanced, represent an independent third party credential that is industry accepted, resulting from a process whereby an individuals knowledge is verified against a set of predetermined standards (MTC Institute, 2004). A number of state directors and administrators have endorsed the credential. The Corrections Certification Program affords correctional professionals with training that can lead to attainment of a designation as a Certified Corrections Professional (CCP). The American Correctional Association (ACA) began this certification program in August 2000. Four categories of CCPs are available:

* Certified Corrections Officer (CCO);
* Certified Corrections Supervisor (CCS);
* Certified Corrections Manager (CCM); and
* Certified Corrections Executive (CCE).
Note: For jail personnel, the American Jail Association (AJA) offers a parallel program called Certified Jail Manager.

Independent certification of correctional officers brings a level of professionalism and credibility to correctional organizations. Achieving the status of a "correctional professional" means having mastered the knowledge and skill set established by a large group of dedicated corrections officers and academicians from across the United States. Many correctional organizations seek to further their professional standing by offering tuition assistance to their employees to complete the certification program. However, without support and tuition assistance, many correctional personnel will not take steps to complete a professional certification or a degree. Tuition assistance is an investment that not only will provide staff support, but it will also help in attracting and retaining qualified personnel and in raising organizational standing within the professional community.

Certification can bring added value to an organization.  With the endorsement of the Association of State Correctional Administrators and support from senior management within organizations, certification credentials would confirm industry-wide recognition of the standards, as well as create a portable certification for professionals in the correctional workforce. In addition, such a program would attract workers into the field of corrections who may be seeking such training and certification to "validate his or her knowledge, skills and understanding of the system" (Rees, 2004, p. 118).  Training staff to address their stress is an important retention tool. Stress is a part of a correctional officer's daily work life. Many organizations provide employee assistance programs and healthcare to cover employees who seek help with work-related and personal problems. Correctional work environments can lead to early burnout. Indicators of burnout due to workplace stress, which are readily apparent in most cases, include (Arthur, 2001):

* Minor job-related problems where the worker overreacts;
* Health problems;
* Lots of absenteeism;
* Loss of humor in the workplace;
* Irritability;
* Lack of completion of tasks;
* Loss of concentration;
* No longer seeing their work as having value;
* Overall feeling of sluggishness.

The cost of turnover is dramatic. Those who have responsibility for controlling costs and improving operational efficiency need to know that they can positively affect retention. Identifying and implementing key practices, within the control of supervisors and managers, will improve the work environment.  Surveying staff and taking action to improve working conditions will have a positive impact on job satisfaction.  As they think about the turnover costs, senior executives can do more to improve the investment in training for supervisors by recalling what the research says: "people do not quit organizations. They quit bosses" (Glanz, 2002, p 10).