Essay about Employee Turnover and Retention

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.

In the globalized and changed competitive business world, it is important responsibility to deal with employee turnover for any organization. Effective and efficient management of employee turnover is an essential task to achieve the organizational overhead goals. Significant amount of research has been undertaken to understand the major causes of employee's turnover and retentions mechanisms that organizations should develop, especially in the field of healthcare.

However costly, the benefits of effective and efficient recruitment and selection, along with appropriate policies and procedures for retention, could outweigh the costs as well as reduce the costs of high labour turnover. Armstrong (2006, p97) cites Purcell et al (2003) to state that 'the way managers implement and enact policies ' is crucial in achieving greater competitive advantage. This process spans from gathering the potential candidates for a job position to short listing and in the final stages, selection. They may have knowledge of suitable candidates; however it is the ability to recruit the right people for the right job through, essentially, a systematic and fair, procedural process.              However, choosing the right person for the right job is not always easy. Effectively conducting job analysis and targeting right potential candidates ensures a good match between applicants and the jobs (Delaney et al 1996). Argument has been given that under qualified employees may not able to effectively perform their job positions due to lack of knowledge and competencies, while on the other hand over qualified employees tend to experience less job satisfaction due to their higher qualification than a desired level for a given job (Johnson et al 2002). For every job in the organisation, a thorough job analysis, which includes

Reduction Of Hiring Costs Hiring a civil service employee involves recruiting, testing, interviewing, and selecting a candidate or candidates for given positions. This process is an exhaustive one, which can last for weeks and months, from the initial recruitment to the final selection of a candidate to the position. This long process can amount to thousands of dollars in expenditures. The costs incurred by these steps in the hiring process result from compensation of staff for thousands of additional hours associated with

We can see from the data that regardless of the role, retention is costly. Therefore maintaining a strong stable workforce, while reducing employee turnover is vital to the success of the

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

In this paper Team C has discussed the issue of poor employee retention concluding in a high employee turnover rate. This is an issue that can be common among some companies and that is a great example of

There are two types of turnover, voluntary turnover happens when the employee makes the decision to leave and involuntary turnover is when employees has no choice in their termination (Schmitz, 2012). Every month or sooner managers experience some of their exceedingly qualified employees leave the company. After realizing that their company is becoming less profitable is when they begin to wonder why and brainstorm on ways to retain them. In Information Technology, “the cost of recruiting new staff is high and the loss of continuity when staff leave can also be very expensive” (Bott, 2005, p. 111). In IT, human resources strive to maintain their highly skilled employees while employees’

Recruitment in the public sector also can be hampered from the back end. For example, the standard two-week notice of a pending resignation leaves scant time to post a vacancy notice (for a replacement employee) and fill the job if the umbrella agency (especially if government) requires a vacancy notice remain open for at least a

It is difficult to fully calculate the cost of turnover; however, industry experts often quote 25% of the average employee salary as a conservative estimate (Nobscot Corporation, 2016). The direct costs of employee turnover include advertising, recruiting, hiring and training costs. Although there is a significant financial impact to an organization the cost is based only on replacing an individual employee. Turnover can also have indirect costs, such as workplace productivity loss, workflow efficiency and the loss of organizational knowledge. When an employee leaves, they take with them valuable knowledge about the organization, the customers, the current projects and past history, sometimes taking this information to competitors (Nobscot Corporation, 2016). Not retaining the adequate numbers of employees could also lead to over-burdening employees, low employee morale, poor customer service, and more safety concerns (Jones & Gates,

Employee/team member turnover may be mostly a negative issue, yet it can become positive if only controlled by the organization correctly and appropriately. Turnover is often utilized as an indicator of the organization performance and it can easily be observed negatively towards the organization’s efficiency and

The consequences of turnover include both direct and indirect costs to an organization. Direct costs include financial costs associated with an employee leaving, such as subsequent recruiting and training costs. The cost of replacing an employee, including separation, replacement, and subsequent training costs, has been estimated to be 1.5 to 2.5 times an employee’s annual salary. Turnover may also have indirect costs to an organization, such as losing the knowledge and skills of a worker as well as disrupting the established culture. Each employee that leaves takes away some contribution to the larger group and, until the position is appropriately filled; the organization may lose some amount of productivity

This report aims to evaluate reasons for high employee turnover rates and introduce effective counter measures to combat losses. I researched a number of peer journals, scholarly reports, and organizational reviews to complete my analysis. I was able to ascertain a few key elements that have proven to be desirable for employees on all levels and develop a clear understanding of elements that push employees away from an organization. This report uses the data I collected to suggest why employees leave and how to keep them.

It has been evident that organizations face challenges of maintaining employees within their firms, and the challenge has been in place for a considerable period. Turnover in firms has been associated with different costs that include the process of training new employees, training of the same employees and their selection which has been seen to seen to exceed 100% of the total cost on an annual basis which is usually witnessed in filling the existing position. The quit rate in the United States as indicated by Bureau of Labor Statistics is at 25% (Glebbeek & Bax, 2004). The significant issues that are associated with turnover include work disruptions, direct costs, loss of seasoned mentors and organizational memory. The other concerns that

In construction industry employee turnover is always expensive. Not only, employee turnover is expensive in terms of money, but also it is expensive in terms of time due to the exit of a talent, it costs a project time delay, lost of knowledge, and over work to other employees. Mismanagement of human resource can convert a turnover to the disproportionate level. US Bureau of Labor Statics states that, “turnover can cost an organisation about 33% of an employee’s total compensation, including wages and benefits”. When a employee quits it affects other employees adversely and lower down their morale and low morale not only impacts the organisation financially but also it impacts the effectiveness and the efficiency of