A production supervisor’s secret trick to retain employees! Amazing!

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Talent loss is the greatest loss for a company. So how can we retain employees? There is a production manager who does well at retaining staff; basically, for every employee recruited, one is retained, with very little staff turnover. To uncover his secret trick, some people conducted on-site interviews with this supervisor and the new employee. Here is the interview transcript, which might be helpful to you. Employee: We received it directly from our supervisor at the company. Supervisor: Every time the Human Resources department assigns new employees, no matter how busy I am, I go to pick them up in person and walk with them to the workshop, chatting and laughing along the way. Employee: As soon as we enter the workshop, the supervisor goes out of their way to tell us where the restroom is. Manager: Using the toilet is a topic that’s hard to talk about, but everyone has to use it every day, right? So whether they are male or female employees, as soon as they enter the workshop environment, I always go ahead and tell them where the men’s toilets are and where the women’s toilets are. If someone is still unsure about the direction, I even go with them to the door of the toilet and show them the way there. Employee: On the first day of work, I forgot to bring my mug, so the supervisor paid to buy us disposable mugs. Supervisor: It’s hot these days; everyone sweats, and everyone needs to drink water. One day, I saw two or three new employees walking around the water cooler in the workshop, so I went over right away and asked them if they didn’t have cups They said so, and I immediately called the office clerk and asked her to go to the warehouse to get some disposable cups. Just as the warehouse ran out of stock, I immediately paid and had someone go to the shop outside the factory to buy some cups. I know that this small gesture, just like drinking water, will also nourish the thirsty hearts of employees. Employee: The supervisor didn’t get our names wrong once. Supervisor: After bringing in new employees, I will give each of them a resume form and ask them to write down their basic information on it. Then, I memorized the information on the table by matching it with the corresponding employees’ faces, telling myself that no matter which employee I asked to do something, I should call them by their name right from the first word, without using gestures or saying “Hello”. Employee: The supervisor and each of us has something to say. Manager: The new employees we hire are all around 18 to 40 years old. I have their resumes, so I know their basic information, and I know how to communicate with them: when dealing with 18-year-old employees, I use topics relevant to that age group, while for 40-year-old employees I use topics appropriate for their age; when talking to male employees, I use topics that are relevant to men, and when speaking with female employees, I try to approach the conversation from a female perspective. As long as a common topic is found, there will be no problem in finding common ground for communication. Employee: The supervisor understands our past, cares about our present, and is concerned about our future. Manager: I have resumes from every employee; I know exactly what they have done in the past ； Since they started working in the workshop, my gaze has been fixed on them ； Based on their past experience and current performance, as well as their personality and the characteristics of their job, I try to assign tasks to them in a way that suits them best. For example, those who have previously worked in quality control at other factories, I assign them to handle quality inspection in our unit ； For those who are sensitive to data, I have them handle some transitional tasks ； For those interested in technology, I create the conditions for them to learn how to turn it on*. Within the range that can be adjusted, I allow my employees to choose what they like to do ； Where feasible for the employees, I take the initiative to get involved in their future career planning, offering them helpful suggestions about what they have done in the past, what they are doing now, and what would be suitable for them in the future. Employees: When we’re tired, sleepy, annoyed, or sick, our supervisors come to us. Manager: Due to the nature of the work, our employees mostly work while standing. Some employees find it difficult to adjust; during the first few days they feel extremely tired, their feet swell from standing, they experience back pain, and they feel sleepy even while standing. They also become very irritable, and some even fall ill due to physical discomfort. At such times, I would step forward at the right moment, work with them, pat them on the shoulder, offer a kind greeting, and also talk to them about casual topics, encouraging them to persevere; in this gentle way, I would help ease their distress. For sick employees, I personally take them to the infirmary to see a doctor, help them get their medications, and at the same time have a discussion with the doctor to convey some instructions in front of the employee. I want my employees to feel that I truly care about them, and that my concern is present everywhere. Employee: The supervisor engages in equal dialogue with us and talks to us at any time. Manager: When communicating with employees, I usually don’t choose to do it in the office. I think having employees come into the office to talk might suddenly cause them to feel suppressed due to the unequal power dynamic between superiors and subordinates. So, whenever I feel it’s necessary, I like to have talks with my employees anytime and anywhere. For example: At work, I quietly take them aside to a quiet place to talk for a while ； When getting off work, I walked right next to them, accompanying them the whole way while talking ； In my free time, I call them over, find a patch of grass, sit down there, and easily start a conversation ； During the gathering, I even deliberately took advantage of the effects of alcohol to say some harsh things to them in a straightforward manner. Communication is everywhere; heartfelt talks can take place anywhere. Sincere words and casual approaches enhance equality in the conversation and yield remarkable results. Employee: The supervisor assigned us teachers for work and life guidance. Supervisor: The company requires us to assign a \"partner\" to new employees, which means mentoring the new ones by those who are more experienced. Although it’s easy to understand, I won’t carry it out mechanically. Because between people, there must be cooperation, and a shared sense of interest is necessary. Therefore, the “partner” I choose is by no means assigned arbitrarily, but is carefully arranged. Incompatible \"partners\" who are unable to provide effective guidance for new employees in both their personal and professional lives should be avoided at all costs. The \"mentors\" I assign to new employees are all key members of the team whom I have carefully selected; they possess distinct advantages both in terms of work performance and personal character. The newcomers they are assigned to also have personalities, temperaments, and behavior patterns that are as similar as possible to those of their mentors. Because the process of training new employees involves replicating what they themselves have done; with the involvement of these \"mentors,\" training new staff becomes much less strenuous and hassle-free for me. Employee: The supervisor is fair in handling matters, generous, and always teaches us to learn how to share. Supervisor: This time, the company awarded our department a cash prize for having the lowest turnover rate; the prize amount is 1,000 yuan ； The best pairs receive the most awards; 100 yuan per pair ； I am excellent at management; I am awarded a prize of 200 yuan. I’ve had a meeting with the employees and explained that the bonus for partners should be split evenly between the \"mentor\" and the \"apprentice\", 50 yuan each ； The bonus from the company, plus my personal bonus, totaling 1,200 yuan, will all go to the company. In times of heavy production workload and busy schedules, these bonuses will serve as funds to motivate us; how to spend them will be decided through discussion among everyone! The spirit of our company is unity, creativity, dedication, and sharing. We are committed to upholding this corporate spirit by working together, creating wealth, contributing our talents, and sharing the results. Retaining employees in a company is that simple. If you are a manager, you might as well give it a try.