Staff turnover is one of the key problems of any organization, which negatively affects the work of the enterprise, does not allow the team to form, and hence the corporate spirit, which invariably entails a decrease in production indicators and work efficiency.

You can give the following definitions of staff turnover in the enterprise:

Staff turnover is the movement of employees in an enterprise.

Staff turnover in personnel management is a norm that shows how often an employee gains and loses a job.

An increased turnover of personnel, whatever the reason, reduces the staffing of jobs by performers, distracts highly qualified specialists who are forced to help newcomers, worsens the moral and psychological climate, reduces the productivity of those who are going to leave, which as a result causes economic losses. The regulation of staff turnover is becoming the main factor determining the strategic success, sustainability and stability of the organization's development. With controlled turnover, it becomes possible to force out non-competitive workers: people with reduced labor productivity and working capacity, low or morally outdated professional and qualification levels, poorly formed motivational attitudes, etc. In this regard, opportunities for personnel changes and career growth of the remaining “best” employees are opening up, which allow the organization to gain significant competitive advantage in the market Romanov V. Pluses and minuses of staff turnover // Kadrovik. Personnel management. - 2011. - No. 11. - S. 94-107 ..

Work to study and reduce staff turnover at the enterprise involves the following steps:

collection and processing of information on the state, causes and factors of staff turnover (determination of quantitative and qualitative characteristics of the process);

· analysis of the staff turnover process;

· Development and implementation of measures to reduce staff turnover.

Let's take a closer look at quantitative analysis phenomenon being studied. The state of the staff turnover process is characterized by the turnover rate (Kt), the partial turnover rate (Kch. t) and the turnover intensity factor (Ki. t).

The turnover rate is used to assess the size of the turnover in the whole organization and its individual divisions. It is calculated for the reporting period (month, quarter, year) as the ratio of the number of employees dismissed for violations of labor discipline, as well as those who left for own will, to average headcount workers.

This loss formula is easy to use but deceptive. The main objection to estimating employee turnover using the quit rate for a given period is that these figures can be inflated by high turnover relative to a small overall share of workers, especially during periods of active hiring. After all, this indicator can be extended to the entire company, covering all professions and employees with long and short work experience, or it is limited to a small proportion of employees - only a few jobs could be involved, although each of these positions had to be re-filled several dozen times a day. during this year. It's perfect various situations and if they are not analysed, projections of future needs will be inaccurate and inadequate remedial action may be taken. The turnover index also raises suspicions if the average number of employees, against which the percentage is calculated, is not typical for the latest trends due to a significant increase or decrease in the number of employees over the period Shapiro S.A. Fundamentals of personnel management in modern organizations. - M.: GrossMedia, 2009. - S. 89 ..

The partial turnover rate (Cf. t) is used to assess the size of the turnover for individual gender, age, professional, educational and other groups of the workforce. It is calculated as the ratio of the number of those dismissed in this group for violations of labor discipline, as well as those who left of their own free will, to the average number of employees in this group.

The turnover intensity coefficient (Ki. t) is the ratio of the partial turnover coefficient (Kch. t) for this group, allocated for the organization as a whole or for its individual divisions, to the turnover coefficient (Kt), calculated respectively for the organization as a whole or for its individual departments. It shows how many times the partial coefficient of fluidity for a given group is greater or less than Kt, namely: the value of Ki.t. ? 1 indicates the average (relative to the organization or division) level of turnover in this group; Whale< 1 -- о том, что интенсивность текучести ниже ее среднего уровня, т.е. о стабильности группы; Ки.т. >1 - about the increased level of fluidity. Ki values. t allow you to establish the impact on the process of turnover of factors such as gender, age, educational level, profession, qualifications of employees, etc., and also serves to monitor the effectiveness of individual measures to reduce turnover. At the same time, low values ​​of the turnover intensity coefficient do not always indicate the normal development of social processes in the team. So, in a number of professional groups, the value of Ki = 0.5 often indicates the aging of the team.

Quite important for the analysis of staff turnover is the survival rate: the proportion of workers employed for a certain period of time who remain at the enterprise after a certain amount months or years. The distribution of losses within each group can be plotted in the form of a "survival curve". It has been found that the basic shape of this curve is similar for many situations, although it has been observed that its peak may be farther along the time axis and/or may be lower when the curve refers to highly skilled or trained groups of workers.

Many people believe that the stability index is more accurate than the turnover rate. It is usually calculated as a ratio: in the numerator - the number of employees who have worked for at least one year, in the denominator - the number of employees hired a year ago. This index shows how many workers with more long experience work tends to stay in the company, and therefore shows the degree of continuity of the company's employment. But this index can also be misleading, because it does not reveal the wide variety of situations that take place in the organization. Variations in the staff stability index are called the “additional turnover index”: this is the ratio of the number of employees who joined and quit during one year to average population staff for one year. It shows the turnover of workers who have worked for a short time Egorshin A.P. Fundamentals of personnel management. - M.: Infra-M, 2008. - S. 189 ..

The general state of staff turnover is analyzed by the enterprise and its divisions: the dynamics of the turnover rate is assessed in comparison with previous periods; subdivisions with the highest value of Kt are allocated; conditions are identified that determine a high level of fluidity; professional, age and gender and other groups of employees subject to high turnover are determined, etc. The results of the analysis are summarized in the form of a report, which gives an assessment of the state of turnover in the organization (enterprise) and its dynamics; conclusions are drawn, which contain the main directions for the development of measures to reduce turnover. A detailed analysis is recommended to be carried out once a year as of January 1. As of the beginning of each quarter, the values ​​of turnover rates for the organization and its divisions should be determined, comparing them with the values ​​of Kt. in the corresponding period of the previous year.

For analysis of stabilization processes labor collectives Calculations of the staff turnover rate and periods of complete renewal of the team or individual professional groups are also of great importance. The turnover rate is defined as the ratio of employees laid off during the year to their total number. The full period of personnel turnover (in years) is calculated by the formula of Oparin N. Personnel turnover management // Kadrovik. Personnel management. - 2010. - No. 4. - S. 56-67 .:

Similarly, indicators of the full period of personnel turnover are calculated according to certain categories workers and professional groups (a long turnover period is considered a good indicator). Can also be used such an indicator of staff turnover as the level of "accumulation" of new employees. It is calculated in the variants of Agashkov A.P. There is such a phenomenon - fluidity // Secrets of personnel management. - 2008. - No. 7. - S. 34-47 .:

1. The absolute number of employees laid off in reporting year with less than 1 year of work experience (with analysis of reasons);

2. Relative indicator:

where: A - the number of employees dismissed during the reporting year and having less than 1 year of experience;

B - the number of employees who had less than 1 year of work experience at the end of the year;

C - the number of employees dismissed during the reporting year with less than 1 year of service.

The calculation (both in the numerator and denominator) does not include temporary employees, as well as personnel working under a contract for less than 1 year.

Another method of calculating employee turnover is to study the group of employees recruited over a given period (usually a quarter) and take into account the rate at which they left the company. Sometimes these metrics are plotted graphically, plotting the quit rate on a chart showing quarterly work periods. In this case, the resulting graph is called the run time curve.

Very important in the calculation of flow rates is the determination of its optimal level. At this stage, you need to answer main question- whether the level of turnover is so high that it leads to unreasonable economic losses. Since the turnover rate depends on many factors (the specifics of the business, the geographical location of the company, etc.), each company needs to calculate its ideal level of staff turnover. And even at various departments organizations may have their own rate of turnover.

The above statistical methods will allow timely informing the management of the enterprise and the personnel department, both about the general level of turnover and its derivatives, which is very important for making adequate decisions to improve the human resource management system in general and reduce staff turnover in particular.

Employer losses from staff turnover are financial and organizational losses (See: Table 1).

Table 1

Financial and organizational losses from staff turnover

	Financial losses	Organizational negative sides"churn"
	The cost of training newly hired employees, incl. travel expenses(in cases of training in another structural unit organizations)	over-employment personnel worker layoffs. In those organizations that do not have a dedicated employee to maintain personnel records, often it is necessary to introduce the position of a personnel officer due to the large amount of work on registration of receptions and dismissals
	Postage costs for sending notifications to the departments of military commissariats about the admission / dismissal of military service workers, notifications about the admission of former civil servants at the previous place of work (within two years from the date of dismissal of the latter) in order to fulfill the requirements	Increased employment of IT support specialists for connecting and disconnecting new / leaving employees. Due to the increase in the volume of work, it may be necessary to increase the salaries of these specialists or introduce new system their motivation
	Legal costs - in the event of litigation, if staff turnover is caused by non-compliance by the employer labor law, non-provision by the employer of guarantees and compensations in accordance with the Labor Code of the Russian Federation	The company's image is deteriorating in the labor market, among competing companies. This leads to the practical impossibility of attracting or "poaching" a good specialist: the freely available information about increased turnover in the inviting organization does not cause an optimistic mood in the candidate regarding the duration and his stay in this company
	The cost of increasing the payroll - if the employer tries to stop the turnover by raising wages	The company becomes a kind of springboard for the career growth of retired employees. Many companies have requirements regarding the work experience of candidates. And employees who "run away" from one organization, having gained little experience in it, can apply for a higher position in another company.
	Low score economic activity of the company as a whole or of a separate division: due to constant "churn", monthly and quarterly norms are not met, information is processed for a very long time, "escape" profitable offer and contracts; partners begin to express dissatisfaction with the instability in the company's staff	Constant redistribution of the load. Due to the formation of vacant positions, work in these positions for the period of selection of new candidates is redistributed among the remaining employees. As a result, constant processing by employees, which can also cause the dismissal of these employees
	Expenses for the services of recruitment agencies (if the recruitment is entrusted to the agency)	Constant "shake-ups" of the team by the appearance of new members. Accordingly - a distraction from work for the study and acceptance of a new colleague
	Expenses for the formation of a corporate spirit (trainings, joint events)	Sluggishness of employees who are in the process of making a decision to leave or are already waiting for the expiration of the two-week notice period to terminate

The factors that cause the movement of personnel are diverse, have different sources, the strength of their influence is different, changeable and often difficult to quantify.

They can be divided into three groups Sotnikova S., Solovyova Yu. Diagnosis of staff turnover in trade // Kadrovik. Personnel management. - 2010. - No. 11. - S. 12.:

1) factors arising at the enterprise itself (the amount of wages, working conditions, the level of labor automation, the prospect of professional growth, etc.);

2) personal factors (age of employees, level of their education, work experience, etc.);

3) factors external to the enterprise (the economic situation in the region, family circumstances, the emergence of new enterprises, etc.).

In turn, in each of these groups, factors can be identified that differ in the strength and nature of their influence on the mobility of workers. The circumstances that cause staff turnover can be fully controllable (working and living conditions), partially controllable (satisfaction with the team, relationships, forms of motivation) and uncontrollable (natural and climatic factors).

The main and most frequent causes of staff turnover are the following Ivantsevich J. M., Lobanov A. A. Human resources management. - M?.: Delo, 2009. - S. 45 .:

1. Dissatisfaction with wages (low wages, the difference between the promised remuneration when applying for a job and actually received from the first salary; non-transparent bonus system, errors in payroll calculations; non-compliance by the employer with the requirements of the Labor Code of the Russian Federation on the place and time of payment of wages, incl. payment of wages once a month; non-transparency of accrual and payment of salaries, incl. payment of part of wages "in an envelope");

2. Non-compliance of the work performed and the level of position (responsibility) with the proposed status, both for the organization itself and for the market segment as a whole;

3. Schedule of work (including not in the field production activities. For example, the work schedule of a salesperson or call center operator can also be shifted up to a 12-hour shift);

4. Problems of contact between management and staff, incl. conflict situations between top managers of the organization; rejection of an overbearing and unfair boss, etc.;

5. Lack or small social package (non-payment of sick leave, inability to go on vacation, failure to provide other guarantees and compensations provided for by the Labor Code of the Russian Federation, including for employees with children; lack of a voluntary medical insurance program, failure to provide overalls, as well as withholding its value from wages upon provision, etc.);

6. Lack of career growth, as well as slow career growth or its impossibility due to management policy or organizational structure;

7. Difficult working conditions (both in relation to improper, excessive workload on workers, and in relation to "unhealthy" working conditions: unheated warehouse, lack of space for heating, building unsuitable for the corresponding purpose of the activity, manual labor, old worn-out equipment etc.);

8. Location of the place of work (direct execution labor function, as well as the parent organization (typical both for the regions and for Moscow and the Moscow region; including for reasons related to the duration of travel to the place of work));

9. Other reasons related to the personality of the employee himself and his motivation (unsuccessful attempt to start a career, dissatisfaction with the chosen field of activity, etc.);

10. Other reasons related only to the wrong policy of the employer (unreasonable reduction in the number / staff, rebranding of the entire company, excessively rigid dress code, etc.)

At the same time, it should be noted that according to Rosstat data for November 2012, in total strength Of retired workers, 66.5% are those who left of their own free will, 7.1% - by agreement of the parties, and 2.9% - due to a reduction in the number. The highest specific gravity dismissed of their own free will is noted in the wholesale and retail(87.4%) Official website Federal Service state statistics. - Electronic resource: URL: http://www.gks.ru (date of access: 05.12.12).. Despite the fact that employees in most cases leave of their own free will, the employer's fault in creating the preconditions for staff turnover is observed in 90% of cases .

At the same time, with a skillful policy and competently and, most importantly, timely measures, staff turnover can, if not eliminated completely, then significantly reduce and make it no more than natural turnover.

Thus, we can conclude that staff turnover is the movement of employees in the enterprise. Staff turnover is affected the following factors: personal; factors arising at the enterprise; external factors. The employer, as a result of the increased turnover of personnel, incurs financial and organizational losses.

annotation

This article discusses the main causes of staff turnover, the main points on how to avoid high turnover in the enterprise.

Keywords

Identification of causes, natural turnover, dismissal of personnel, solutions, strategies.

When analyzing workforce turnover, it is necessary to start by examining the question - what is the price of staff turnover for a company? If the employer has been affected by this problem, it is necessary to analyze the causes of its occurrence and find effective ways to prevent employee layoffs. In this article, we will take a closer look at what causes employee turnover and how to deal with it.

Employee turnover can be divided into several parts: measuring, identifying its causes and developing employee retention strategies. Let's look at each of these parts in detail.

Measurement. There are several ways to determine the employee turnover rate. Proper measurement of employee turnover will allow us to understand whether this problem exists in the enterprise.

The most common formula for calculating employee turnover is as follows:

Employees who left the company both voluntarily and on the initiative

employer - include in the number of dismissed, who for some reason left the company. As a rule, the level of turnover varies depending on the specifics of the department. High turnover is observed among low-skilled employees, in contrast to employees of the administrative and management level, occupying more high position. In connection with this trend, the measurement should be divided into sections, departments, divisions.

The natural staff turnover is considered to be within 3-5% of the headcount. An important role is played by the field of activity and the age of the organization.

So, for a young company, a staff turnover of 20% is typical, for catering and retail sales this figure can reach up to 30%. It is possible to determine how much the turnover rate goes beyond the norm by comparing it with the indicators of enterprises in the same field (competitor companies). If this ratio is much higher in the company, the necessary measures must be taken urgently.

Causes of staff turnover. It is known that in order to get rid of the problem, you need to identify its source, and then take all the ensuing measures. In order to understand the cause of staff drain, it is worth conducting a study of the problem first. You can conduct an exit interview-conversation with retiring employees. The main thing is that the interviewer is not a former manager or a person providing recommendations to the employee. Also, a questionnaire survey can serve as an alternative, but you need to give a guarantee to the employee that this procedure will be carried out anonymously.

The main reasons that can cause staff turnover:

1. wrong selection of personnel. Sometimes the desire of recruiters to fill a vacancy as quickly as possible can lead to hiring the wrong employee. Or, during the selection, the applicant did not receive full information about the job and subsequently his expectations were not justified;

2. dissatisfaction with management and their attitude. This may be a personal dislike for the leader and disagreement with management methods. A large percentage of staff turnover is overestimated in a team with poor communication and a poorly developed stimulation system. In such an environment, as a rule, employees feel undervalued and insignificant;

3. lack of career and professional development and training. On the one hand, employers appreciate the ambition of employees. But, on the other hand, it can become a reason for leaving if employees do not see career opportunities within the organization. Also, dissatisfaction with the profession and the desire to change specialty encourage employees to look for a new job on the side if this company ceases to suit them;

4. dismissal of other employees. For example, company mergers are not without layoffs. There are cases when, after the dismissal of the head of the department, all the employees of this department leave the organization after him. In addition, layoffs that are unfair in terms of personnel reduce the loyalty and motivation of working employees;

5. unfavourable conditions labor. Most of the time people spend at work, so it is important for every employee that his workplace was comfortable. For example, high-quality equipment, a well-lit workplace is much better than dim lamps and old furniture;

6. poor adaptation or its absence. Even being on probation, many think about dismissal, or work for a longer period due to poor adaptation;

7. The prospect of getting a higher salary elsewhere. This practice is observed regardless of the level of staff. Although often wages are not the root cause. Money is not a direct determinant of job satisfaction. Many employees are not satisfied with the psychological climate that has developed at work, they are disloyal and not motivated, and low income in this case is a convenient excuse to leave the company.

So, we found out that there are a sufficient number of reasons for staff turnover. If among them there are global causes (economic situation, labor market conditions) or personal circumstances (moving, caring for children, illness of a family member), then it will be almost impossible to cope with them. However, the above internal reasons for numerous layoffs can be managed. Responsibility for retaining employees should lie with the heads of departments and HR managers.

Here are some tips to help reduce employee turnover in your company:

3. Kaverina Yu. Why people leave and what to do about it // www.kadrovik.ru.

4. Pertsova N. How to manage staff turnover. Secret of the Firm, 2004, N 9.

In the fight to minimize employee turnover, companies create almost a greenhouse environment for their employees. The result of this struggle is only one - stagnation in the company.

Japanese corporations are the only example in the world practice of almost zero movement of personnel between companies. The tradition of management in this country is associated with lifetime hiring of employees. Staff turnover in Japan does not even reach 1%. Yes, and this percentage is retired or other employees in the world. The rest of the civilized world is struggling with the constant migration of workers between companies in search of a better life in every possible way.

Ukrainian leaders also seek to minimize the level of staff turnover, realizing the costs associated with the constant change of personnel. Some organizations manage to achieve incredible success - people hold on to their seats with all their might. However, our experts advise: "Don't dream, otherwise it will come true." Ukrainians are not Japanese after all, and low staff turnover in Ukrainian organizations leads to stagnation in the company.

Hold on at all costs

“My opinion: the complete absence of fluidity is a utopia. We live in a constantly changing environment, it is necessary to respond adequately and make choices all the time,” says Christina Kayer Beck, Executive Director corporation "Resta" (restaurant business, staff - 550 people).

Of course, zero turnover is unlikely as people move, retire, and so on. We are talking about a situation where employees become so attached to the company in which they work that they absolutely stop striving for career growth, for changing employers. Let's put it simply - they stop the natural search for a "better life".

The experience of our experts shows that this happens quite often. “I think the low turnover is twofold. On the one hand, people are kept by suitable working conditions - financial, social, fullness with interesting content. And on the other hand - what is called corporate culture. If people are united by common values, then their mutual attraction is very strong. In the presence of a developed corporate culture, working conditions can even fade into the background for some time, ”says Margarita Korotkova, director of the HR department at Kvazar-Micro (1,500 people).

Valentina Kravets, business consultant, candidate of psychological sciences, in turn, argues that the main reason that employees "cling their teeth" to their workplace is the thoughtless generosity of the owner of the company. “I happened to participate in the development of a personnel assessment system for a domestic manufacturing company. I must say right away that no one needs the results of the assessment according to this system, - says Ms. Kravets. - Our assessment of the personnel showed that the level of qualification of employees does not correspond to the remuneration offered by the company. For such a salary, which was clearly higher than in the general labor market, the company could hire more qualified employees. But our arguments were not heard by the leadership. Although the company clearly did not have enough stars from the sky, even with its production facilities and the right approach to personnel management could have significantly higher incomes. It turned out that for the head of the main indicator of the success of the company is precisely the low turnover of staff. He was very proud and boasted of this figure to his business colleagues. To achieve this, the company not only raised salaries, but also unofficially reduced the working day. Naturally, people did not want to leave such an organization.

Sometimes the reason for the low staff turnover is not the personality of the top manager, but the preserved "Soviet" approach to enterprise and personnel management. “First of all, such a phenomenon is typical for large domestic industries,” says Inna Mokrovolskaya, head of the personnel management department at Astelit LLC ( mobile operator life:), staff - more than 1700 people). - Such trends characterize clumsy, bureaucratic organizations, where, perhaps, not the highest salary, but a guaranteed job. This phenomenon will be observed where low competition and, accordingly, there is no need to ask each employee how much profit he brings.

According to our experts, regardless of the reasons, companies with minimal employee turnover are doomed to failure. And employees who have lived in such greenhouse conditions for a long time become uncompetitive.

Punishment for generosity

If the company is only retired, this may be due to the extremely comfortable and pleasant atmosphere created in the organization, however, there is one “but”: “We all know that if the plant is watered very abundantly, rotting processes are inevitable. It should be comfortable to work, but not too much, - says Inna Mokrovolskaya. “There must be a constant incentive, discipline, high standards and requirements for the work performed.”

“Experience shows that such companies are less likely than others to become customers of all kinds of training programs for personnel, in such firms it is extremely rare to see such a position as a personnel development specialist,” says Valentina Kravets. In her opinion, the lack of “new blood”, new personnel, and hence new ideas, new experience and lack of development for already working specialists will lead to a sharp decrease in the competitiveness of the entire company.

Unfortunately, irreversible changes occur in the minds of the employees themselves. “The creation of greenhouse conditions for employees leads to a general degradation of personnel. People working in such companies, especially feeling the manager's personal interest in low staff turnover, begin to work half-heartedly, they do not develop, because they are understated requirements, and they do not feel external competition, says Oksana Doroshenko, HR Director marketing agency CMG (staff - 60 people). - When such employees come to us for interviews, they are immediately visible. Firstly, they do not read additional specialized literature, and therefore do not know about new developments and approaches in their specialty. Secondly, they are motivated only to search for comfortable conditions - this is easy to identify. Naturally, we simply do not take such employees. They are obviously doomed to failure. They simply cannot survive in the face of intense domestic competition.”

Personnel audit

It is possible to avoid such consequences. To do this, firstly, the manager should evaluate whether employees stay in his company for too long. To do this, you need to take into account the specifics of the company.

"AT certain types business structure stability can be a sine qua non for success; in some cases, low staff turnover can indeed cause some stagnation, ultimately leading to degradation. On the this moment there are no unambiguous criteria and indicators of the “correct” level of staff turnover. For one enterprise, a figure of 5% will be normal, for another, even a 70% turnover is acceptable, - Margarita Korotkova.

HR specialists offer average indicators by which you can navigate. Yes, for manufacturing enterprises The staff turnover rate is considered to be 10%. In the restaurant business and insurers, this figure is about 30%. In retail chains, it can reach 80%.

Of course, we must also take into account that in cities with a population of over a million this figure is higher, and in small towns it is much lower, where workers hold on to work more tightly.

If your company's performance is below average, it is worth conducting an audit of the personnel. Margarita Korotkova advises: “If the need for change is visible, then it is important not to take hasty and thoughtless steps, especially since HR technologies provide tools for professional support of such management decisions. In particular, if the manager considers it necessary to dismiss part of the staff and invite new people, then before dismissal it is better to evaluate the staff, and to recruit new employees use modern technologies recruiting.

Inna Mokrovolskaya, in turn, believes that the process of employee movement will be inevitable if we introduce a system for evaluating the performance of employees, accompany it with payment according to the result, and demand compliance work discipline. In a word, to build a system aimed at efficient work. “Constant change also does not contribute to the fact that the organization is “covered with mud”. There will definitely be someone who will not go along with the chosen strategy, and he will decide to change jobs. Thus, only those who will really support it and work for the implementation of the tasks set remain in the organization,” says Ms. Mokrovolskaya.

Our business consultant Valentina Kravets offers several psychological tricks that will help you get rid of the most "unreliable" employees without firing them yourself. “A very effective way is to spread the rumor about the reduction of staff salaries. The next move is to announce the restructuring and preliminary assessment of the work of employees. Employees who are focused on comfort and material wealth, but are not “fans” of their company, will start looking for new places, says the psychologist. - Find out why employees "cling their teeth" to your company, and promise to deprive them of these benefits. Staff turnover will immediately reach the level you need, and you will be able to attract new, more promising employees.”

An underestimated level of staff turnover leads to a sharp decrease in the competitiveness of both the company itself and each of its employees in the labor market.

Employees do not want to leave the company for years in three cases: overpayment, too loyal working conditions, underestimated requirements for personal results.

An extremely low level of staff turnover is typical for enterprises of the "Soviet" type, where people of the older generation get along well, striving for stability and old management traditions.

Having identified an underestimated level of personnel movement, it is necessary to assess the personnel, introduce changes in the structure of the organization, or use some psychological tricks that will bring discomfort to the work of "grown" employees.

Measurement

Causes of employee turnover and ways to prevent it

The price of staff turnover for the company is sometimes very high. An employer affected by this problem needs to analyze the causes of its occurrence and find effective ways to prevent employee layoffs. In this article, we will take a closer look at what causes employee turnover and how to deal with it.

The analysis of employee turnover can be divided into several parts: measuring, identifying its causes and developing employee retention strategies. Let's look at each of these parts in more detail.

Measurement

In order to understand whether there is a staff turnover, it is necessary to measure it correctly. There are several ways to determine the employee turnover rate. The simplest and most common formula is the ratio of the number of people laid off for a certain period (usually a year) to the average number of employees for the same period, multiplied by one hundred:

(number of people laid off per year) x100

(average number of employees per year)

The number of laid-offs includes all those who, for whatever reason, left the company, either voluntarily or at the initiative of the employer.

It is worth noting that the level of turnover varies depending on the specifics of the department. For example, among low-skilled personnel there is a high turnover of personnel, in contrast to employees of the administrative and managerial level. In this regard, the measurement should be divided into sections, departments, divisions.

The rate of staff turnover can be called from 3 to 7%. It is important to pay attention to the scope and age of the organization. So for a young company, the normal turnover is 20%, for restaurant services and retail sales, this figure can reach up to 30%. In addition, to determine how much the turnover indicator goes beyond the norm, you can compare it with the indicators of enterprises in the same field (competitor companies). If this ratio is much higher in your company, it's time to sound the alarm and take the necessary measures.

Causes of staff turnover

Everyone knows that if we are faced with any problem, then it is not the symptoms that need to be treated, but its source. Therefore, to begin with, it is worth conducting an internal study and find out why people leave the organization. To do this, you can begin to conduct an exit interview - a conversation with retiring employees. Preferably, the interviewer should not be the employee's former supervisor or the person providing the employee with references. An alternative option would be a questionnaire survey. Explain to employees the purpose of the above procedures and ensure complete confidentiality.

The main reasons that can cause staff turnover:

Poor selection

Sometimes the desire of recruiters to fill a vacancy as quickly as possible can lead to hiring the wrong employee. Or, during the selection, the applicant did not receive full information about the job and subsequently his expectations were not justified.

Dissatisfaction with management and their attitude

This may be a personal dislike for the leader and disagreement with management methods. Staff turnover can be high in an environment with poor communication and a poorly developed system of incentives and rewards. In such an atmosphere, employees feel undervalued, ignored, helpless and insignificant.

Lack of career and professional development and training

On the one hand, employers appreciate the ambition of employees. But, on the other hand, it can become a reason for leaving if employees do not see career opportunities within the organization. Also, dissatisfaction with the profession and the desire to change specialty encourage employees to look for a new application on the side, if they do not find it in this company.

Layoffs of other employees

For example, mergers of companies are not without layoffs. There are very common cases when, after the dismissal of the head of the department, after him all the employees of this department leave the organization. In addition, layoffs that are unfair in terms of personnel reduce the loyalty and motivation of working employees.

Unfavorable working conditions

We spend a significant part of our lives at work, so it is natural to want to spend this time in comfortable conditions. Cramped, dimly lit rooms, poor climatic conditions, low-quality equipment or lack of it are just some of the examples that cause dissatisfaction with the workspace.

Poor adaptation or lack of it

causes early dismissal on probation. Even when new employees stay and work in the company for a long time, their decision to leave can be made already in the first weeks. labor activity in this company.

The prospect of earning a higher salary elsewhere

This practice is observed at all levels of personnel. Although often money is not the root cause. Salary is not a direct determinant of job satisfaction. Many employees are not satisfied with the psychological climate that has developed at work, they are disloyal and unmotivated, and money in this case is a convenient excuse to leave the company.

Retention strategies

So, we found out that there are a sufficient number of reasons for staff turnover. If among them are global causes (economic situation, labor market conditions) or personal circumstances (moving, caring for children, illness of a family member), then it will be almost impossible to cope with them. However, the above internal reasons for multiple layoffs can be managed. Responsibility for retaining employees should lie with department heads and HR managers. Here are some tips to help reduce employee turnover in your company:

1. Provide . Hire the right people who fit the organization's culture. Their values, principles and goals must be consistent with the goals of the company. At the selection stage, provide applicants with as much information as possible about the job and the employer. Do not overestimate and do not overdo it with promises. Also apply all the necessary selection methods to identify suitable professional qualities future employee.

2. Develop programs for the professional and career development of staff. Training programs go a long way in building loyalty and retention. For example, such as continuing education courses, improving existing skills and gaining new knowledge at the expense of the employer.

3. Ensure employee ownership. "Open politics" does not involve meetings behind closed doors. Employees must realize that they have a voice and are recognized for their contributions. Consult with them on work issues, introduce the practice of collective decision-making. Provide staff with regular information about updates in the enterprise: about financial position, changes in policies and procedures.

4. Provide employees with work. Employees must feel that something really depends on their work. Permanent employment causes a feeling of stability, which is fundamental not only in work, but also in other areas of life.

5. Develop a competitive compensation package that includes awards and bonuses for special achievements, a system of benefits that supports the health of workers and their families. The needs of employees should be taken into account. Don't be prejudiced against some employees. Be fair and consistent in setting compensation. Employees will be less likely to leave an organization that cares about them.

6. Don't force yourself to work overtime or on weekends. For most, rest is of great importance, so you should not reduce it to the already few hours. If necessary, be prepared to provide changes to the work schedule and make it more flexible. The work should be evaluated not by the amount of time worked, but by the specific results achieved.

7. Protect your organization from headhunters. For example, save internal phone numbers and addresses Email confidential.

If your company follows these strategies and shows a genuine concern for employee well-being, you won't have to pay the highest salary in town to have the lowest turnover rate.

It is generally accepted that staff turnover is a negative moment inherent in some enterprises, which has a bad effect on their development. Is it so? It all depends on the circumstances, and in some cases even such a negative phenomenon as staff turnover can be beneficial.

There are some areas where the drain of personnel is predictable, the place of the departed workers is quickly replaced by others, no less qualified, as a result, there are no losses. - an example of the constant care of the old workers and the emergence of new ones. It is a completely different matter if the company pays for the training of employees, then each leaving one causes some financial damage to the enterprise, because you have to regularly spend money on finding and training staff.

Therefore, it is necessary to calculate how the constant outflow of personnel affects the company, and if this becomes a problem, measures must be taken to retain employees.

Advantages

In some cases, especially if the company is dominated by experienced employees who have a formed point of view on many production processes, the influx of young workers who can bring fresh ideas is helpful. It is thanks to the youth that new technologies are introduced, changes are made to processes that have remained unchanged for many years. In addition, a fresh person sees the weak links of the company better, can give practical recommendations for improving the work of the team.

An established group of people is sometimes unable to be creative, to express non-standard ideas. And the influx of fresh forces can give a good impetus to change the situation and stimulate creativity, which can serve as a good reason for a sharp surge in the development of the company.

Flaws

With a rapid outflow of employees, you constantly have to spend time finding new ones and training them. This is especially noticeable with mass departures of the workforce. In addition, each newly arrived employee undergoes an internship for some time, that is, he receives wages, but it brings practically no benefit. Moreover, in the process of learning, he distracts an experienced worker from performing duties. leaving, employee brings with it knowledge and experience. It is not always possible to find an equivalent replacement, and a valuable employee is likely to go to work for competitors.

In enterprises where shift mode of work, the departure of workers is beneficial, as it entails savings on travel expenses for employees. Often, employers warn that travel is paid only from the second watch. At some enterprises, they do everything to ensure that there is no second watch; for this, a number of measures can be taken, ranging from fines for any little thing to nitpicking.