Let’s assume, for this example, that the target behavior we’re addressing is high employee turnover among entry-level associates at Publix Supermarkets, specifically within the first 90 days of employment. This is a significant issue for many retail organizations, including grocery chains like Publix, as it impacts recruitment costs, training investments, and overall team stability.

Rationale for Selecting High Turnover as the Target Behavior:

High turnover among entry-level associates within the first 90 days is a critical problem for several reasons:

• Costly: Recruiting, hiring, and training new employees is expensive. High turnover means these costs are incurred repeatedly, impacting profitability.
• Disruptive: Constant turnover disrupts team dynamics, reduces productivity, and can negatively affect customer service. Experienced employees are more efficient and better equipped to handle customer interactions.
• Impacts Morale: High turnover can create a sense of instability and negatively impact the morale of remaining employees. It can lead to feelings of being overwhelmed or undervalued.
• Reflects Potential Underlying Issues: High early turnover can be a symptom of deeper problems within the organization, such as inadequate training, poor management practices, or a mismatch between employee expectations and the reality of the job.

Addressing this issue can lead to significant improvements in several areas, including:

• Reduced Costs: Lower turnover directly translates to savings in recruitment and training expenses.
• Improved Productivity: A more stable workforce leads to increased efficiency and productivity.
• Enhanced Customer Service: Experienced employees are better equipped to provide excellent customer service, leading to improved customer satisfaction and loyalty.
• Boosted Employee Morale: Addressing the root causes of turnover can improve employee morale and create a more positive work environment.

Assessment Process:

The assessment process to identify and understand the high turnover problem would involve a multi-faceted approach:

1. Data Analysis:

   • Analyzing HR data on turnover rates, specifically focusing on the first 90 days of employment. This would include looking at trends over time, identifying any specific departments or locations with particularly high turnover, and examining reasons given for leaving (if available from exit interviews).
   • Reviewing data on employee performance, absenteeism, and other relevant metrics to see if there are correlations with early turnover.

2. Employee Surveys:

   • Conducting anonymous surveys of current entry-level associates to gather feedback on their experiences, identify challenges they face, and assess their level of job satisfaction.
   • Administering exit interviews with employees who leave within the first 90 days to understand their reasons for leaving.

3. Focus Groups:

   • Holding focus groups with current and former entry-level associates to explore their experiences in more depth and gain qualitative insights into the factors contributing to turnover.
   • Including supervisors and managers in focus groups to understand their perspectives on the issue.

4. Observation:

   • Observing the work environment and interactions between employees and supervisors to identify any potential issues related to training, management practices, or workplace culture.

Function of the Problem Behavior (Turnover):

While “turnover” itself isn’t a behavior in the traditional sense, we can analyze the behaviors of employees that contribute to it and the function those behaviors serve. For example:

• Absenteeism/Tardiness: Frequent absences or tardiness, particularly early in employment, might indicate dissatisfaction or difficulty adjusting to the job. The function of this behavior might be to avoid unpleasant tasks or a stressful work environment.
• Reduced Effort/Productivity: A decline in effort or productivity could signal disengagement and a lack of motivation. The function might be to conserve energy or express frustration.
• Negative Interactions with Colleagues/Customers: Increased conflict or negative interactions could be a sign of stress or dissatisfaction. The function might be to release tension or seek attention.
• Seeking Other Employment: Actively looking for other jobs is a clear indicator of intent to leave. The function is to find a more suitable or rewarding work environment.

Understanding the function of these behaviors is crucial for developing effective interventions. For instance, if absenteeism is related to inadequate training, then improving training programs might be a key solution. If negative interactions stem from poor management practices, then leadership development might be necessary. By understanding the “why” behind the behaviors, we can develop more targeted and effective strategies to reduce turnover and improve employee retention.