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Other Added - Employee Turnover: Is It Eating Up Your Profits?
Do you have employees that are out and out fighting with each other at work? Yelling, screaming, not getting along or perhaps has difficult relationships with their supervisor?Conflicts in the workplace happen frequently and the fallout can be costly to the employer and the employee. Developing the skills to resolve conflicts that arise can save your company significant money. First let’s look at the costs:1. Decreased productivity due to the emotions involved in interpersonal conflict.2. time lost from work by employees3. time lost from work by managers involved in the conflict4
Focus groups were conducted with current and departed IT / MBA employees. Compensation and benefits were not the key turnover drivers, but rather, the day-to-day work was not challenging. These young ‘bucks’ were bored and fearful of losing their edge. In addition, supervisors lacked basic management skills and were unable to state clearly performance expectations or provide meaningful feedback. Only then could solutions be developed to deal with the real causes of employee dissatisfaction.
No One Magic Bullet
Employee retention is an extraordinarily complex issue. What I have consistently found is: That it’s NOT the money. When someone leaves for ‘better opportunities’, what has happened is that certain dissatisfactions - like the ones above - caused the person to
Human Resource Management’s role in the company’s success increases each day. In this article I will discuss the reasons for the increasing impact of the HRM and will also talk about HRM in the retail industry.Human Resource Management is a vital function in organizations. It is becoming more important than ever. Line managers are getting involved in HRM, and human resource managers are becoming members of the management team. Also, everyone in the organization can make a contribution to the management of people and the success of the organization at the same time. Human resource management includes a va
Turnover is costly – just how costly? Research studies have shown that the cost of replacing a professional or managerial employee runs 1.5 to 3.0 times his or her annual salary. And it can cost up to five times annual salary if you are looking at the intellectual capital – what a key person knows – when he or she walks out the door.
For example, to replace a $50,000 top notch sales person with a large customer base can cost you $171,500. And a $150,000 technical manager can ultimately cost $380,000 to replace. That’s no small pocket change.
Therefore, in almost any business situation —g rowth, downturn, merger, or even stability — it makes business sense to retain your best people. Here are four steps to get you started:
- Calculate the True Costs.
This includes the direct administration cost of recruitment (ads, background checks, assessments, paperwork plus the manager’s and HR’s time for interviewing, training, orientation) PLUS the indirect costs of performance differential (lost productivity, impact on customers, disruption to the team, lower morale and the lost institutional wisdom). - Study the Demographics.
Understanding and conquering turnover requires probing into the details. For example: Who is leaving (high performers or low performers, older versus younger people, recent hires or people with long tenure)? What job categories or departments are experiencing the most turnover (production staff, systems analysts, salespeople, nursing staff)? When are they leaving (after two weeks, six months, five years, or ten years)? Where are they going (your competitor, another industry, back to school, out of town?) - Focus Your Attention.
Not all turnover is equal. Simply looking at a turnover rate of 17% per annum does not tell the complete story. The loss of a top engineer with ten years of experience, strong customer contacts, and good relationships with suppliers is obviously more troubling than losing a filing clerk you hired a month ago. - Identify the Real Causes.
First, you need to understand the current state of mind of your workforce. Start by identifying why people are staying and what you are doing that creates that desire to remain. Then find out what troubles people and would lessen their commitment to your organization.
Therefore, target key jobs that are critical to long-term company success. High priority positions are those that require extensive knowledge of customers, products or services, especially where there is a long learning curve. The cost of turnover is often highest for these strategic jobs.
Focus groups and employee surveys are effective ways to obtain real time employee feedback; to identify the ‘push’ and ‘pull’ drivers of employee satisfaction; and to develop realistic solutions.
Then, examine the data for the key reasons people stay and leave. Do further research on selected individuals or employee segments. The person who left because their spouse got a fantastic job in a different city may not be worth further exploration. But the outstanding performer who left for ‘better opportunities’ or ‘personal reasons’ may be worth a follow-up call, even a year or so after.
An Example
In one company, a detailed analysis revealed that 30% of its IT and 40% of its MBA new hires were leaving in less than 36 months. It then estimated both the direct and indirect costs for these segments. And it came out to a whopping $1.5 million dollars.
Focus groups were conducted with current and departed IT / MBA employees. Compensation and benefits were not the key turnover drivers, but rather, the day-to-day work was not challenging. These young ‘bucks’ were bored and fearful of losing their edge. In addition, supervisors lacked basic management skills and were unable to state clearly performance expectations or provide meaningful feedback. Only then could solutions be developed to deal with the real causes of employee dissatisfaction.
No One Magic Bullet
Employee retention is an extraordinarily complex issue. What I have consistently found is: That it’s NOT the money. When someone leaves for ‘better opportunities’, what has happened is that certain dissatisfactions - like the ones above - caused the person to
In my opinion or what I think I have learned about what causes cattle to have horns, scurs, or to be polled? This opinion has been formed through much research and many years of cattle breeding.The polled or hornless condition is dominant over the horned condition in cattle. The scurred condition is the result of incomplete dominance. Although scurs look like horns, they are attached to the skin, not to the skull of the animal.In most breeds of cattle, horns are produced by a recessive gene, and the polled gene is dominant.If you breed two animals with horns, the offspring will have horns; but if
- Calculate the True Costs.
This includes the direct administration cost of recruitment (ads, background checks, assessments, paperwork plus the manager’s and HR’s time for interviewing, training, orientation) PLUS the indirect costs of performance differential (lost productivity, impact on customers, disruption to the team, lower morale and the lost institutional wisdom). - Study the Demographics.
Understanding and conquering turnover requires probing into the details. For example: Who is leaving (high performers or low performers, older versus younger people, recent hires or people with long tenure)? What job categories or departments are experiencing the most turnover (production staff, systems analysts, salespeople, nursing staff)? When are they leaving (after two weeks, six months, five years, or ten years)? Where are they going (your competitor, another industry, back to school, out of town?) - Focus Your Attention.
Not all turnover is equal. Simply looking at a turnover rate of 17% per annum does not tell the complete story. The loss of a top engineer with ten years of experience, strong customer contacts, and good relationships with suppliers is obviously more troubling than losing a filing clerk you hired a month ago. - Identify the Real Causes.
First, you need to understand the current state of mind of your workforce. Start by identifying why people are staying and what you are doing that creates that desire to remain. Then find out what troubles people and would lessen their commitment to your organization.
Therefore, target key jobs that are critical to long-term company success. High priority positions are those that require extensive knowledge of customers, products or services, especially where there is a long learning curve. The cost of turnover is often highest for these strategic jobs.
Focus groups and employee surveys are effective ways to obtain real time employee feedback; to identify the ‘push’ and ‘pull’ drivers of employee satisfaction; and to develop realistic solutions.
Then, examine the data for the key reasons people stay and leave. Do further research on selected individuals or employee segments. The person who left because their spouse got a fantastic job in a different city may not be worth further exploration. But the outstanding performer who left for ‘better opportunities’ or ‘personal reasons’ may be worth a follow-up call, even a year or so after.
An Example
In one company, a detailed analysis revealed that 30% of its IT and 40% of its MBA new hires were leaving in less than 36 months. It then estimated both the direct and indirect costs for these segments. And it came out to a whopping $1.5 million dollars.
Focus groups were conducted with current and departed IT / MBA employees. Compensation and benefits were not the key turnover drivers, but rather, the day-to-day work was not challenging. These young ‘bucks’ were bored and fearful of losing their edge. In addition, supervisors lacked basic management skills and were unable to state clearly performance expectations or provide meaningful feedback. Only then could solutions be developed to deal with the real causes of employee dissatisfaction.
No One Magic Bullet
Employee retention is an extraordinarily complex issue. What I have consistently found is: That it’s NOT the money. When someone leaves for ‘better opportunities’, what has happened is that certain dissatisfactions - like the ones above - caused the person to
The first part of this article assumes that your company is listed on the stock-exchange. Please stay tuned...As consumers we are continuously seduced by advertisements. And luckily we all know what we want and what we need so we can handle this continuous stream of challenges.Perhaps less sexy but even so often, your business is seduced in the same way. You should buy this, you should go for six sigma, implement CRM, open in a new market, develop a new product, add additional services, and the only thing you know for sure is that your budget is limited.One mistake and your opponent will catch up
Not all turnover is equal. Simply looking at a turnover rate of 17% per annum does not tell the complete story. The loss of a top engineer with ten years of experience, strong customer contacts, and good relationships with suppliers is obviously more troubling than losing a filing clerk you hired a month ago.
Therefore, target key jobs that are critical to long-term company success. High priority positions are those that require extensive knowledge of customers, products or services, especially where there is a long learning curve. The cost of turnover is often highest for these strategic jobs.
First, you need to understand the current state of mind of your workforce. Start by identifying why people are staying and what you are doing that creates that desire to remain. Then find out what troubles people and would lessen their commitment to your organization.
Focus groups and employee surveys are effective ways to obtain real time employee feedback; to identify the ‘push’ and ‘pull’ drivers of employee satisfaction; and to develop realistic solutions.
Then, examine the data for the key reasons people stay and leave. Do further research on selected individuals or employee segments. The person who left because their spouse got a fantastic job in a different city may not be worth further exploration. But the outstanding performer who left for ‘better opportunities’ or ‘personal reasons’ may be worth a follow-up call, even a year or so after.
An Example
In one company, a detailed analysis revealed that 30% of its IT and 40% of its MBA new hires were leaving in less than 36 months. It then estimated both the direct and indirect costs for these segments. And it came out to a whopping $1.5 million dollars.
Focus groups were conducted with current and departed IT / MBA employees. Compensation and benefits were not the key turnover drivers, but rather, the day-to-day work was not challenging. These young ‘bucks’ were bored and fearful of losing their edge. In addition, supervisors lacked basic management skills and were unable to state clearly performance expectations or provide meaningful feedback. Only then could solutions be developed to deal with the real causes of employee dissatisfaction.
No One Magic Bullet
Employee retention is an extraordinarily complex issue. What I have consistently found is: That it’s NOT the money. When someone leaves for ‘better opportunities’, what has happened is that certain dissatisfactions - like the ones above - caused the person to
Jeans are comfy, unfussy and display tons of attitudes. But do you know what goes in to making that wonderful pair? It is denim fabric which snugly fits as jeans to withstand the rigors of day and night, for you!Over 50 percent of denim production is based in Asia with China, India, Turkey, Pakistan and Bangladesh leading in that order. Have huge domestic markets, China and India have easily displaced the USA, once a leader of this category of textiles.Even as trade agreements are being entered into to restrict low priced denims from Asia, this is not expected to change things much. World demand for den
Focus groups and employee surveys are effective ways to obtain real time employee feedback; to identify the ‘push’ and ‘pull’ drivers of employee satisfaction; and to develop realistic solutions.
Then, examine the data for the key reasons people stay and leave. Do further research on selected individuals or employee segments. The person who left because their spouse got a fantastic job in a different city may not be worth further exploration. But the outstanding performer who left for ‘better opportunities’ or ‘personal reasons’ may be worth a follow-up call, even a year or so after.
An Example
In one company, a detailed analysis revealed that 30% of its IT and 40% of its MBA new hires were leaving in less than 36 months. It then estimated both the direct and indirect costs for these segments. And it came out to a whopping $1.5 million dollars.
Focus groups were conducted with current and departed IT / MBA employees. Compensation and benefits were not the key turnover drivers, but rather, the day-to-day work was not challenging. These young ‘bucks’ were bored and fearful of losing their edge. In addition, supervisors lacked basic management skills and were unable to state clearly performance expectations or provide meaningful feedback. Only then could solutions be developed to deal with the real causes of employee dissatisfaction.
No One Magic Bullet
Employee retention is an extraordinarily complex issue. What I have consistently found is: That it’s NOT the money. When someone leaves for ‘better opportunities’, what has happened is that certain dissatisfactions - like the ones above - caused the person to
“Half of any job is having the right tool” was one of the earliest lessons I learned from my father growing up on a farm in Nebraska. As an organizing and productivity consultant, it continues to serve me well.As a business owner for over 20 years, one of the principles it took me too long to learn was that the reason for owning a business is – or should be – to develop something of value that you can one day sell to someone else for a profit.Unfortunately, many entrepreneurs have a service or product that is, or could be, of great value to others, but their lack of business skills is a huge stumbling
Focus groups were conducted with current and departed IT / MBA employees. Compensation and benefits were not the key turnover drivers, but rather, the day-to-day work was not challenging. These young ‘bucks’ were bored and fearful of losing their edge. In addition, supervisors lacked basic management skills and were unable to state clearly performance expectations or provide meaningful feedback. Only then could solutions be developed to deal with the real causes of employee dissatisfaction.
No One Magic Bullet
Employee retention is an extraordinarily complex issue. What I have consistently found is: That it’s NOT the money. When someone leaves for ‘better opportunities’, what has happened is that certain dissatisfactions - like the ones above - caused the person to put out feelers, or to become curious about recruiter calls, or to start surfing the job boards.
Make sure this is not happening with your key people - the most critical, difficult-to-replace, top-performers - because they are the ones you can least afford to lose.
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