Addressing High Employee Turnover Rates

High employee turnover, where workers frequently leave and must be replaced, leads to increased spending on recruitment and training and can indicate management problems. Employees often have good reasons for moving on but if too many are leaving an organisation, can be very disruptive.

When an employee leaves the company of his or her own volition, it is called voluntary turnover. In this essay, I will discuss why voluntary turnover is a problem for many organisations and how to retain employees.

High employee turnover has monetary costs. Though estimates vary, most experts agree that turnover costs, when all things are considered, equals at least 25% of a leaving employee’s annual wages (Silva & Toledo, 2009). For example, for an employee making $25,000 per year, the total turnover costs associated with replacing that employee would be at least $6,250. This includes cost of prescreening measures such as drug tests, background checks, application reviews, interviews, pre-employment training and other recruitment costs (Dolfin, 2006). It also includes implicit cost associated with on the job training and the productivity loss experienced by other employees that must help acclimate new employees to their environment

The employee turnover metric steers the skill-building process towards achieving process success by establishing effective skill-building programs that enhance employee capability and performance. An additional metric that could be used to measure the effectiveness of the Perfect Financial Review are “Employee Job Satisfaction Survey’s”. Studies show that satisfied, motivated employees are the foundation for higher customer satisfaction and business results (Sinclaircustomermetrics.com, n.d.). Using this metric can assist management in identifying the problem that is causing employee turnover, job dissatisfaction and poor organizational

"What determines employee turnover?" The answer to this question has great relevance to the individual who may be thinking about quitting a job, and for the manager who is faced with lack of employee continuity, the high cost involved in the induction and training of new staff, and declining organizational productivity. Within call center industry, workforce turnover has been one of the most pressing issues for many years. Excessive employee turnover rate is detrimental to organizations. It is related to

Employee turnover is the difference in the rate of employees leaving a company and new employees filling up their positions. Nowadays, it is becoming a major problem among most of the companies, especially in low paying jobs or jobs where workers are not proactive about their job. There are many aspects that play a significant role in the employee turnover rate of a particular company. Such aspects can stem from both the company as well as the employees. The employers generally give more importance to the employee turnover rate, as it is a very expensive aspect of the business.

Employee turnover is sometimes the most expensive part of a business. It is the process of an employee leaving and then having to fill that spot on the workforce. The problem with turnover is that with each new person a corporation or small business hires, that small business or corporation is spending sometimes thousands of dollars, not to mention countless hours, be able to hire, train and get the employee used to working within the ranks of your business. This is time and money no small business or other company has to waste, but unfortunately some turnover rates are as high as 95 percent, meaning that only 5 percent of employees have been within the company for a long period.

The authors of this article give the misconceptions of employee turnover by systematically breaking down myths that organizations tend to believe cause employees to leave the workplace. The misconceptions are replaced with evidence based strategies that show the underlying factors beyond pay compensation that drive turnover in addition the employee morale. One of the meta-analytical relationships that

Employee retention could be described as the efforts by any business or organization to develop strategies and initiatives that support current staff into remaining with the organization. Retention is “the ability to hold onto those employees you would want to keep for longer than your competition” (Johnson, 2000). Success or otherwise of an organization in retaining its employee’s is measured in terms of Employee Retention Rate (ERR) or through assessment of the Employee Turnover Rate (ETR).

Employee turnover can be costly to the organization as these costs must be paid for utilizing

An organization’s turnover is measured as a percentage rate, which is referred to as its turnover rate. Turnover rate is the percentage of employees in a workforce that leave during a certain period of time. Organizations and industries as a whole measure their turnover rate during a fiscal or calendar year. If an employer is said to have a high turnover rate relative to its competitors, it means that employees of that company have a shorter average tenure than those of other companies in the same industry. High turnover may be harmful to a company 's productivity if skilled workers are often leaving and the worker population contains a high percentage of novices. Companies will often track turnover internally across departments, divisions, or other demographic groups, such as turnover of women versus men. Most companies allow managers to terminate employees at any time, for any reason, or for no reason at all, even if the employee is in good standing. Additionally, companies track voluntary turnover more accurately by presenting parting employees with surveys, thus identifying specific reasons as to why they may be choosing to resign. Many organizations have discovered that turnover is reduced significantly when issues affecting employees are addressed immediately and professionally. Companies try to reduce employee turnover rates by offering benefits such as paid sick days, paid holidays and flexible schedules.

The employees have been showing striking deviations on this metrics. When it comes to employee turnover, the past decade has registered high numbers of employee’s turnover. It has not been easy for organizations to retain its workers for more than ten years. This is because employees have been seeking a satisfying job that fits their skill set, experience and passion. Employees have been more in touch with their personal interests and thus trying to link them to their career goals. This has seen a generation of employees that has high turnover and preference for jobs that fit their skill set. The turnover decisions have been based on the fact that employees have changed in their interests. The attendance of the employees has also been declining over the period. There has been a preference for flexible job schedule. The employers that have been able to recognize the need for flexible work shifts have been successful in their human resource management in the last decade.

Many researchers analyzed the link between job satisfaction and turnover and in most of them it is found that the relation is moderate (Mc Afee and Champagne, 1987). A great deal of research is conducted about the relationship between job satisfaction and turnover and absenteeism and it is concluded that, satisfaction and turnover and also absenteeism are negatively correlated. The greater the satisfaction, the lower the turnover rate and absenteeism rate (Mitchell, 1982). Job satisfaction is related to turnover rates where a high turnover rate may be highly costly for the organization since it requires selection of the new personnel, their training and orientation to the organization. Of course, job satisfaction

In this paper I will first discuss three problem statements in articles I reviewed. After which I will develop a problem statement of m own based on journal articles and studies I have read thus far concerning the issue of employee turnover in the specialization of human resource management. For the formulation of a problem Appannaiah et al. (2010), states that one needs to narrow down the focus from general to a more specific area without becoming too narrow. With this in mind I have chosen to narrow my focus to employee turnover in retail establishments.

The purpose of this report is to portrait , the major challenge for an organization is to create new strategies to retain its Valuable, Experienced &Talented employees. The management can control employees quitting within no time, but can’t put a complete full stop to it…… The major burden is on HR MANAGER ,the