Bloomberg BNA's Job Absence and Turnover reports provide focused quarterly employment statistics covering employee turnover and unscheduled job absences. Top-line results and summaries are presented followed by breakouts for employment sector, workforce size, and geographic region. This survey is conducted among a panel of human resource executives representing organizations around the United States.
The document provides perspectives on Utah's economy from November/December 2010. It discusses how Utah had emerged from net job losses by late summer 2010, though growth was expected to be slow. It also summarizes Utah's new occupational projections between 2008-2018, which expect 64,000 openings annually, driven by growth and replacement needs. Additionally, it outlines how manufacturing took a heavy hit during the recession, with durable goods industries like furniture and transportation equipment seeing the largest losses.
Small Business Hiring Trends - January 2014CBIZ, Inc.
The CBIZ Small Business Employment Index reported a decrease of 2.71 percent in hiring this January, continuing the historically negative trend apparent in previous January readings. - See more at: https://www.cbiz.com/Insights-Resources/Blog/PostId/331/small-business-hiring-retreats-during-january-2015#sthash.aPEtY3XE.dpuf
Dr. Lawrence Yun's Economic Update at the Charleston Realtors Commercial Market Forecast event on November 15, 2018: Economic Trends and Outlook in a Rising Interest Rate Environment.
Lehigh Valley Job & Labor Market Outlook - AugustDon Stewart
This document provides an employment snapshot and overview of the job and labor market for the Lehigh Valley region in Pennsylvania. Some key points:
- The preliminary seasonally adjusted unemployment rate for the Allentown-Bethlehem-Easton metro area was flat at 5.9% in July 2014.
- Total employment in the metro area is up 2,400 over the past year, though jobs dropped by 400. Growth sectors include transportation and warehousing while healthcare declined.
- The document outlines trends in in-demand industries and occupations as well as largest employers in the region and their current job openings. It provides resources for further information on the local job market.
The document is an economic and revenue outlook report from Oregon. It provides an overview of Oregon's economic outlook, noting improvements in the Blue Chip consensus forecast for 2014 GDP growth. It discusses industries adding capacity as businesses become profitable and reach capacity constraints. The report examines Oregon's unemployment rates and declining labor force participation. It forecasts expected labor supply response and growth in jobs outpacing growth in the labor force. The report also provides details on Oregon's revenue outlook, personal income tax issues, and a 10-year revenue forecast summary.
The Bureau of Labor Statistics reported that in November 2014 there were 5.0 million job openings, little changed from October. Hires were also little changed at 5.0 million, while separations declined slightly to 4.6 million. The job openings rate was 3.4% and rates for hires and separations were 3.6% and 3.3%, respectively. Over the past year, total nonfarm job openings, hires and separations all increased, resulting in a net employment gain of 2.7 million.
This document analyzes trends in income growth and earnings variations in New Zealand from 1998-2004 using data from household surveys. It finds that average individual earnings and income increased around 12-15% over this period, while inequality remained relatively stable. Employment and real wage growth were major contributors to these income gains. Increases were shared across the income distribution, though those at the lower end benefited more from rising employment, while higher earners saw more gains from wage growth.
The document provides perspectives on Utah's economy from November/December 2010. It discusses how Utah had emerged from net job losses by late summer 2010, though growth was expected to be slow. It also summarizes Utah's new occupational projections between 2008-2018, which expect 64,000 openings annually, driven by growth and replacement needs. Additionally, it outlines how manufacturing took a heavy hit during the recession, with durable goods industries like furniture and transportation equipment seeing the largest losses.
Small Business Hiring Trends - January 2014CBIZ, Inc.
The CBIZ Small Business Employment Index reported a decrease of 2.71 percent in hiring this January, continuing the historically negative trend apparent in previous January readings. - See more at: https://www.cbiz.com/Insights-Resources/Blog/PostId/331/small-business-hiring-retreats-during-january-2015#sthash.aPEtY3XE.dpuf
Dr. Lawrence Yun's Economic Update at the Charleston Realtors Commercial Market Forecast event on November 15, 2018: Economic Trends and Outlook in a Rising Interest Rate Environment.
Lehigh Valley Job & Labor Market Outlook - AugustDon Stewart
This document provides an employment snapshot and overview of the job and labor market for the Lehigh Valley region in Pennsylvania. Some key points:
- The preliminary seasonally adjusted unemployment rate for the Allentown-Bethlehem-Easton metro area was flat at 5.9% in July 2014.
- Total employment in the metro area is up 2,400 over the past year, though jobs dropped by 400. Growth sectors include transportation and warehousing while healthcare declined.
- The document outlines trends in in-demand industries and occupations as well as largest employers in the region and their current job openings. It provides resources for further information on the local job market.
The document is an economic and revenue outlook report from Oregon. It provides an overview of Oregon's economic outlook, noting improvements in the Blue Chip consensus forecast for 2014 GDP growth. It discusses industries adding capacity as businesses become profitable and reach capacity constraints. The report examines Oregon's unemployment rates and declining labor force participation. It forecasts expected labor supply response and growth in jobs outpacing growth in the labor force. The report also provides details on Oregon's revenue outlook, personal income tax issues, and a 10-year revenue forecast summary.
The Bureau of Labor Statistics reported that in November 2014 there were 5.0 million job openings, little changed from October. Hires were also little changed at 5.0 million, while separations declined slightly to 4.6 million. The job openings rate was 3.4% and rates for hires and separations were 3.6% and 3.3%, respectively. Over the past year, total nonfarm job openings, hires and separations all increased, resulting in a net employment gain of 2.7 million.
This document analyzes trends in income growth and earnings variations in New Zealand from 1998-2004 using data from household surveys. It finds that average individual earnings and income increased around 12-15% over this period, while inequality remained relatively stable. Employment and real wage growth were major contributors to these income gains. Increases were shared across the income distribution, though those at the lower end benefited more from rising employment, while higher earners saw more gains from wage growth.
The document summarizes economic data from the past week. It reports that 257,000 non-farm jobs were added in January, with revisions adding 147,000 additional jobs in prior months. Personal income grew 0.3% in December while consumer spending fell 0.3%, and the trade deficit widened as imports grew faster than exports. Several indicators pointed to ongoing but slower manufacturing growth.
The US GDP grew at an annual rate of 2.5% in the first quarter of 2013, driven by strong growth in consumer spending and business investment in inventories. The US jobs report for April 2013 showed an addition of 165,000 jobs, revised upward from previous months. While this signals continued slow improvement in the jobs market, some signs of caution remained such as a decline in average work hours. The unemployment rate held steady at 7.5%.
November 2016 U.S. employment update and outlookJLL
October's 161,000 net new jobs missed expectations, but unemployment still dropped to 4.9 percent, as signs point to a potential interest rate hike in December.
September 2016 U.S. employment update and outlookJLL
Despite employment growth in August falling below expectations, the overall U.S. unemployment rate held steady at 4.9 percent as growth in the workforce aligned with employment gains.
1. The US economy grew at an annual rate of 2.2% in the fourth quarter of 2014, driven by strong growth in consumer spending.
2. The unemployment rate fell to 5.5% in February 2015, near the Federal Reserve's estimate of full employment, however labor force participation remains low at 62.8%.
3. Hiring continued at a strong pace in February with 295,000 new jobs added, however wage growth remained slow at 2% annually and temporary employment declined.
U.S. employment showed a healthy return to growth in February with 242,000 net new jobs. Unemployment remained at 4.9 percent, but total unemployment dropped to just 9.7 percent—the lowest rate since before the recession.
US employment rate data and trends – December 2016 JLL
A muted December capped off a slower, more inconsistent 2016. Job creation over the course of 2016 totaled nearly 2.2 million jobs, a 21.4-percent lower figure than the more than 2.7 million jobs created in 2015. Monthly gains averaged 180,000 vs. the 229,000 in 2015, largely as a result of talent shortages in major markets.
June Jobs Report - U.S. Department of the Treasurybusinessforward
Private sector employment increased by 262,000 jobs in June, the fifth consecutive month exceeding 200,000 jobs added. The unemployment rate fell to 6.1% from 6.3% in May. While most sectors saw employment growth, the growth was entirely in part-time jobs, with part-time employment up 799,000 and full-time employment down 523,000. The report signals ongoing steady job growth, but more growth is still needed to continue lowering unemployment rates.
Minneapolis–St. Employment Update | November 2015Carolyn Bates
The local labor force has declined slightly since July’s peak, but year-over-year numbers show an increase of over 35,000 non-farm jobs since September 2014.
As is typically the case, MSP’s office-using sectors dominated the hiring by taking 45.9 percent of the 12-month total employment growth while the industrial sectors accounted for 2.3 percent of the annual growth.
U.S. employment update and outlook: October 2014JLL
Unemployment dips to 5.9 percent in September—its first time below 6.0 percent during the recovery.
The U.S. economy got back on track in September, bouncing back from a sluggish August with 248,000 net new jobs. Growth occurred across sectors and geographies, with office-using industries in particular benefiting from improved corporate confidence leading to permanent hiring.
Total unemployment, which includes discouraged and marginally detached workers, also declined slightly to 11.8 percent, bringing it below the 10-year average.
With numerous other employment metrics all pointing up—including job openings, voluntary quits and CEO confidence—sentiment will only become more optimistic over the coming months.
See more real estate and economic research at: http://bit.ly/1vIGt6m
This document provides an overview of the job and labor market in the Lehigh Valley region as of June 2014. It includes statistics on employment, unemployment rates, major employers, in-demand occupations, and trends in key industry clusters like healthcare, manufacturing, transportation and warehousing. The unemployment rate in the Lehigh Valley metro area saw a small decrease in April 2014 compared to the previous year. While the overall number of jobs increased slightly over the past year, certain sectors like healthcare and government saw declines. The document outlines several industry clusters targeted for growth in the region, including healthcare, manufacturing, business services, information technology, and green energy.
Minneapolis–St. Employment Update | December 2015Carolyn Bates
The local unemployment rate of 2.9% has hit its lowest point since 2001. Coupled with year-over-year labor force growth of 34.2 thousand jobs, Minneapolis-St. Paul currently has one of the strongest economies of any major metro in the United States.
As is typically the case, MSP’s office-using sectors dominated hiring by taking 48.0 percent of the 12-month total employment growth, while the industrial sectors experienced a loss of 1.8 percent.
At the national level, monthly growth of 211,000 jobs over the course of November represented the second consecutive month of rebound after a slowdown in mid-2015. At the current rate of growth, a mid-to-late-2016 timeframe seems likely for the first stage of tightening.
The document summarizes economic trends in Atlanta and nationally. It finds that while recovery from the recession continues, with GDP and employment increasing, progress has been slow. Job growth has primarily occurred in lower-wage sectors, holding down wage growth. Unemployment rates remain higher for minorities and less educated groups. However, leading indicators like increasing job postings in high-tech fields, rising patent activity, and forecasts predict potential growth in higher-wage sectors going forward.
November 2015 U.S. employment update and outlookJLL
October saw the labor market return to form after a two-month slowdown, adding 271,000 net new jobs across industries, in turn bringing down unemployment to 5 percent, the lowest rate seen during the recovery so far.
Notable over the past few months has been a rise in wages in an otherwise low-inflation environment, which will boost the personal expenditures component of GDP in the coming quarters.
February 2016 U.S. employment update and outlook JLL
The labor market recorded a soft opening to 2016, adding only 151,000 new jobs, although unemployment fell below 5.0 percent for the first time since 2008.
The document summarizes a jobs report for July 2013. It states that while the unemployment rate dropped to 7.4%, job growth also slowed, with employers adding only 162,000 new jobs. This continuing slow growth suggests the labor market is still struggling despite improvements in other areas. Consumer and high-skilled sectors did see some job gains. Overall the report indicates the pace of the economic and labor market recovery remains sluggish.
1. Slowing wage growth in the UK since the financial crisis has confounded predictions that 2014 would be a year of pay rises.
2. Compositional changes in the UK workforce, such as shifts toward lower-paying occupations and younger, less experienced workers, have contributed to dragging down average pay growth, especially in 2014.
3. Key factors pulling down pay included growth in lower-paying caring jobs and elementary occupations, an increase in younger workers, and a rise in the number of short-tenured employees.
1. Slowing wage growth in the UK since the financial crisis has confounded predictions that 2014 would be a year of pay rises.
2. Compositional changes in the UK workforce, such as shifts toward lower-paying occupations and younger/less experienced workers, have contributed to dragging down average pay growth, especially in 2014.
3. Key factors pulling down pay included growth in lower-paying caring jobs and elementary occupations, more young (age 20-29) and short-tenure workers, and smaller impacts from changes in industry mix and immigration levels.
October 2016 U.S. employment update and outlookJLL
September saw modest job growth of 156,000 new jobs added. While below recent averages, fundamentals remain steady as unemployment rose slightly to 5.0% due to increased labor participation. Job openings are rising faster than employment, signaling strong employer demand but constraints filling positions. Wage growth and consumer confidence both increased on the back of sustained job gains and low inflation.
December 2015 U.S. employment update and outlookJLL
Employers added 211,000 net new jobs in November, but the unemployment rate remained at 5 percent. The Federal Reserve's anticipated interest rate hike is now very likely.
Remote Working in a Crisis: A Workplace Toolkit [White Paper]Sage HR
The document provides guidance for remote working and managing remote teams during a crisis. It suggests establishing frequent communication with clear expectations. Use collaboration technology to maintain connections and consider individual preferences for communication. Offer encouragement and support for wellbeing. Social interaction is important to prevent isolation, so encourage virtual informal meetings. Take care of your own wellbeing as well.
This whitepaper provides a summary of the key challenges small businesses face in managing human resources (HR) and how an HR software solution can help address these challenges. It outlines the main HR processes like recruitment, onboarding, performance management, and offboarding. It then discusses each stage of the employee journey and common roadblocks at each stage. Finally, it promotes the benefits of Sage HR software for automating HR tasks, streamlining processes, gaining insights from data, and creating better employee experiences to improve engagement and productivity.
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Similar to Report on Job Absence & Turnover (2014 2nd Quarter)
The document summarizes economic data from the past week. It reports that 257,000 non-farm jobs were added in January, with revisions adding 147,000 additional jobs in prior months. Personal income grew 0.3% in December while consumer spending fell 0.3%, and the trade deficit widened as imports grew faster than exports. Several indicators pointed to ongoing but slower manufacturing growth.
The US GDP grew at an annual rate of 2.5% in the first quarter of 2013, driven by strong growth in consumer spending and business investment in inventories. The US jobs report for April 2013 showed an addition of 165,000 jobs, revised upward from previous months. While this signals continued slow improvement in the jobs market, some signs of caution remained such as a decline in average work hours. The unemployment rate held steady at 7.5%.
November 2016 U.S. employment update and outlookJLL
October's 161,000 net new jobs missed expectations, but unemployment still dropped to 4.9 percent, as signs point to a potential interest rate hike in December.
September 2016 U.S. employment update and outlookJLL
Despite employment growth in August falling below expectations, the overall U.S. unemployment rate held steady at 4.9 percent as growth in the workforce aligned with employment gains.
1. The US economy grew at an annual rate of 2.2% in the fourth quarter of 2014, driven by strong growth in consumer spending.
2. The unemployment rate fell to 5.5% in February 2015, near the Federal Reserve's estimate of full employment, however labor force participation remains low at 62.8%.
3. Hiring continued at a strong pace in February with 295,000 new jobs added, however wage growth remained slow at 2% annually and temporary employment declined.
U.S. employment showed a healthy return to growth in February with 242,000 net new jobs. Unemployment remained at 4.9 percent, but total unemployment dropped to just 9.7 percent—the lowest rate since before the recession.
US employment rate data and trends – December 2016 JLL
A muted December capped off a slower, more inconsistent 2016. Job creation over the course of 2016 totaled nearly 2.2 million jobs, a 21.4-percent lower figure than the more than 2.7 million jobs created in 2015. Monthly gains averaged 180,000 vs. the 229,000 in 2015, largely as a result of talent shortages in major markets.
June Jobs Report - U.S. Department of the Treasurybusinessforward
Private sector employment increased by 262,000 jobs in June, the fifth consecutive month exceeding 200,000 jobs added. The unemployment rate fell to 6.1% from 6.3% in May. While most sectors saw employment growth, the growth was entirely in part-time jobs, with part-time employment up 799,000 and full-time employment down 523,000. The report signals ongoing steady job growth, but more growth is still needed to continue lowering unemployment rates.
Minneapolis–St. Employment Update | November 2015Carolyn Bates
The local labor force has declined slightly since July’s peak, but year-over-year numbers show an increase of over 35,000 non-farm jobs since September 2014.
As is typically the case, MSP’s office-using sectors dominated the hiring by taking 45.9 percent of the 12-month total employment growth while the industrial sectors accounted for 2.3 percent of the annual growth.
U.S. employment update and outlook: October 2014JLL
Unemployment dips to 5.9 percent in September—its first time below 6.0 percent during the recovery.
The U.S. economy got back on track in September, bouncing back from a sluggish August with 248,000 net new jobs. Growth occurred across sectors and geographies, with office-using industries in particular benefiting from improved corporate confidence leading to permanent hiring.
Total unemployment, which includes discouraged and marginally detached workers, also declined slightly to 11.8 percent, bringing it below the 10-year average.
With numerous other employment metrics all pointing up—including job openings, voluntary quits and CEO confidence—sentiment will only become more optimistic over the coming months.
See more real estate and economic research at: http://bit.ly/1vIGt6m
This document provides an overview of the job and labor market in the Lehigh Valley region as of June 2014. It includes statistics on employment, unemployment rates, major employers, in-demand occupations, and trends in key industry clusters like healthcare, manufacturing, transportation and warehousing. The unemployment rate in the Lehigh Valley metro area saw a small decrease in April 2014 compared to the previous year. While the overall number of jobs increased slightly over the past year, certain sectors like healthcare and government saw declines. The document outlines several industry clusters targeted for growth in the region, including healthcare, manufacturing, business services, information technology, and green energy.
Minneapolis–St. Employment Update | December 2015Carolyn Bates
The local unemployment rate of 2.9% has hit its lowest point since 2001. Coupled with year-over-year labor force growth of 34.2 thousand jobs, Minneapolis-St. Paul currently has one of the strongest economies of any major metro in the United States.
As is typically the case, MSP’s office-using sectors dominated hiring by taking 48.0 percent of the 12-month total employment growth, while the industrial sectors experienced a loss of 1.8 percent.
At the national level, monthly growth of 211,000 jobs over the course of November represented the second consecutive month of rebound after a slowdown in mid-2015. At the current rate of growth, a mid-to-late-2016 timeframe seems likely for the first stage of tightening.
The document summarizes economic trends in Atlanta and nationally. It finds that while recovery from the recession continues, with GDP and employment increasing, progress has been slow. Job growth has primarily occurred in lower-wage sectors, holding down wage growth. Unemployment rates remain higher for minorities and less educated groups. However, leading indicators like increasing job postings in high-tech fields, rising patent activity, and forecasts predict potential growth in higher-wage sectors going forward.
November 2015 U.S. employment update and outlookJLL
October saw the labor market return to form after a two-month slowdown, adding 271,000 net new jobs across industries, in turn bringing down unemployment to 5 percent, the lowest rate seen during the recovery so far.
Notable over the past few months has been a rise in wages in an otherwise low-inflation environment, which will boost the personal expenditures component of GDP in the coming quarters.
February 2016 U.S. employment update and outlook JLL
The labor market recorded a soft opening to 2016, adding only 151,000 new jobs, although unemployment fell below 5.0 percent for the first time since 2008.
The document summarizes a jobs report for July 2013. It states that while the unemployment rate dropped to 7.4%, job growth also slowed, with employers adding only 162,000 new jobs. This continuing slow growth suggests the labor market is still struggling despite improvements in other areas. Consumer and high-skilled sectors did see some job gains. Overall the report indicates the pace of the economic and labor market recovery remains sluggish.
1. Slowing wage growth in the UK since the financial crisis has confounded predictions that 2014 would be a year of pay rises.
2. Compositional changes in the UK workforce, such as shifts toward lower-paying occupations and younger, less experienced workers, have contributed to dragging down average pay growth, especially in 2014.
3. Key factors pulling down pay included growth in lower-paying caring jobs and elementary occupations, an increase in younger workers, and a rise in the number of short-tenured employees.
1. Slowing wage growth in the UK since the financial crisis has confounded predictions that 2014 would be a year of pay rises.
2. Compositional changes in the UK workforce, such as shifts toward lower-paying occupations and younger/less experienced workers, have contributed to dragging down average pay growth, especially in 2014.
3. Key factors pulling down pay included growth in lower-paying caring jobs and elementary occupations, more young (age 20-29) and short-tenure workers, and smaller impacts from changes in industry mix and immigration levels.
October 2016 U.S. employment update and outlookJLL
September saw modest job growth of 156,000 new jobs added. While below recent averages, fundamentals remain steady as unemployment rose slightly to 5.0% due to increased labor participation. Job openings are rising faster than employment, signaling strong employer demand but constraints filling positions. Wage growth and consumer confidence both increased on the back of sustained job gains and low inflation.
December 2015 U.S. employment update and outlookJLL
Employers added 211,000 net new jobs in November, but the unemployment rate remained at 5 percent. The Federal Reserve's anticipated interest rate hike is now very likely.
Similar to Report on Job Absence & Turnover (2014 2nd Quarter) (20)
Remote Working in a Crisis: A Workplace Toolkit [White Paper]Sage HR
The document provides guidance for remote working and managing remote teams during a crisis. It suggests establishing frequent communication with clear expectations. Use collaboration technology to maintain connections and consider individual preferences for communication. Offer encouragement and support for wellbeing. Social interaction is important to prevent isolation, so encourage virtual informal meetings. Take care of your own wellbeing as well.
This whitepaper provides a summary of the key challenges small businesses face in managing human resources (HR) and how an HR software solution can help address these challenges. It outlines the main HR processes like recruitment, onboarding, performance management, and offboarding. It then discusses each stage of the employee journey and common roadblocks at each stage. Finally, it promotes the benefits of Sage HR software for automating HR tasks, streamlining processes, gaining insights from data, and creating better employee experiences to improve engagement and productivity.
Human Resources Gurus for Q2 2019: CakeHR’s A-Z HR Experts List for the Secon...Sage HR
We’ve got a great list of A-Z HR gurus who sure know how to get ahead of the competition (and stay there)!
Our HR gurus this time around are based internationally across 11 different countries and are working within some of the world’s most recognisable, leading organisations such as, Uber, Facebook, Google, Nike, Olympics, Volvo, Snapchat and so on; companies which regularly feature on blogs due to having top ranking HR departments that give them a competitive edge.
- Pranesh Anthapur, VP HR at Uber
- Christer Balle, Turning sales experiences into business excellence
- Mario Ceitil, Presidente da APG (Associação Portuguesa de Gestão das Pessoas)
- David D’Souza, Director at CIPD
- Cortney Erin, Head of Global Talent Intelligence & Selection at Facebook
- Amina Fouad, SPHR, HR Manager at Carrier Corporation
- Dröfn Guðmundsdóttir, Human Resource Manager at Origo
- Lisa A. Holmes MSHR, HR Executive| HR Consultant| Executive Coach| Speaker |Author of Job Hunting
- Zainab Iqbal, Consultant | Executive Search at HRSG – Innovative Business Solutions
- Volker Jacobs, CEO and Founder of TI People
- Armand Kaali-Nagy, Bildung öffnet neue Horizonte
- Sharlyn Lauby, Human Resources Management: author, writer, speaker, consultant
- Karen May, Vice President, People Development at Google
- Vasanthi Naidu, Director HR at Intel Technology India Pvt Ltd
- Michelle O’Connor (FCIPD), Group People & Culture Director at Linnaeus Group
- Sara Portelli, Head of HR, International Operations at Evolution Gaming
- Amybeth (Hale) Quinn, Technical talent sourcing, research, intelligence
- Rachel Roethlisberger, HR Manager
- Soumyasanto Sen, HR Technology, Transformation & People Analytics Leader and Advisor | Strategist Future of Work | Speaker & Writer
- Ona Teerikorpi, VP, Global Talent Acquisition at JUUL Labs
- Candace Unger, Human Resources Assistant at Remedy Intelligent Staffing
- Ambrosia (Humphrey) Vertesi, VP People Duo Security / Former VP Talent Hootsuite / Co-Founder HROS / Board Member
- Maxine Williams, Global Chief Diversity Officer at Facebook
- Sophia Xu, HR at Volvo Car Corporation
- Deepika Yadav, Self Employed at UVKA Consultant Private Limited
- Syedda Anum Zainab, HR Generalist | HR Business Partner
Let us know in the comments below, if there is a HR guru that you would like to see on our next A-Z list, that hasn’t been mentioned already.
HR Gurus for Q1 2019: The A-Z of Human Resources Experts This Quarter [Infogr...Sage HR
We are back with our popular A-Z list of HR Gurus and have a very well-rounded, diverse and inclusive mix of people, expertise and skills to show you!
We showcased some great HR experts across 2018 in our quarterly A-Z lists and also engaged with a number of our readers that highlighted HR expert’s within their own networks who had not appeared on our radar yet. So we are thankful for the feedback and excited to share some new names with you all.
Our multifaceted HR experts include professors, a global inclusion director, diversity specialists, culture transformation advisors, masters of advanced statistics, HR trend hunters, inclusive environment builders and even a stand up comedian who has used stories from his long career in HR as a way to spread humour!
Although our Q1 2019 list of A-Z HR Gurus is heavily UK based, we still have experts from all across the globe; Israel, USA, Macedonia, Russia, Latvia, China, South America, Switzerland and India, all of which collectively bring a strong focus on Diversity and Inclusion.
Learn more at www.cake.hr
A-Z HR Gurus of Q4 2018: See the Current Experts in Human Resources!Sage HR
We have developed an A-Z list of HR experts every quarter of the year to spotlight some of the human resources industry leaders for our readers to take inspiration from. So let’s take a look at which HR Gurus made our final A-Z list of 2018.
Our 2018 Q4 HR experts collectively encompass knowledge and skills across HR technology, culture, global and offshore workforce planning, transformative recruitment, org design, digitalisation and administration. But the most popular theme across the 2018 Q4 list is Change Management.
If you are looking for inspiration on how to successfully implement new initiatives, procedures or services within your business and want to develop an organisational change management strategy to support them, then our A-Z list of influencers may be able to offer up some guidance!
CakeHR Pitch Deck for Zīmolu Tops - Latvia's Most Beloved Startup Brands.Sage HR
Founded in 2012, CakeHR is a growing HR software company that streamlines attendance and performance management for customers in over 1000 cities worldwide.
Unlike older platforms which can be painfully slow and complex, our innovative and user-friendly tool is designed to be fast and enjoyable to use for employees and managers.
This improves employee engagement and identity in the company and the quality of data that they supply without the need for paperwork or spreadsheets.
> Leave Management
> Scheduling & Timesheets
> Performance Appraisals
> Onboarding & Offboarding
> Centralised Employee Directory & Database
> Recruitment Management (soon!)
> Organisational Chart
Find out more at cake.hr
CakeHR’s A-Z HR Gurus for Q2 2018: Current Experts in Human Resources [Infogr...Sage HR
This document provides an A-Z list of HR professionals and influencers along with their brief bios and social media links. It includes names like Jeanne Achille, Ita Eglite, Sehrish Iqbal, Aco Momcilovic, Fatima Qadeer, Yvette Uys, Marina Volkova, Agata Zasada, and others. The list is intended to help readers discover influential HR people to follow on platforms like LinkedIn. It concludes by stating great businesses require great HR and encourages refueling one's business with the latest HR insights.
HR Experts for Q12018: See the Gurus Who Made This Quarter’s List!Sage HR
It’s a new year, a new quarter, and so we’re taking a fresh look at the A-Z HR Gurus who are inspiring us in 2018!
So what is the focus for HR in 2018?
This year, focus is on the employee experience and culture. There’s still an on-going race to digitalize human resources and we’ve seen more organizations incorporate people analytics into their business structure. That’s not all. The Agile Organization Model and the Gig Economy is re-defining how workplaces can operate, further highlighting the importance of culture in business.
Our top twenty-six as a whole, contain leaders that are developing initiatives for creating value, generating strategic development for programmes and procedures whilst driving digitalization and culture change forward. We also continue to see numerous experts from the Baltic States thanks to the continuing developments we saw in the Nordic region towards the end of last year.
We would love to know which HR Leaders inspire you so please tell us who would make your Q1 2018 HR Guru’s list in the comment section below!
The recent Facebook-Cambridge Analytica scandal has stirred heated discussions on privacy around the globe. An estimated 87 million people are affected by the data breach. Although the majority of the affected users are in the United States, Facebook published that personal data of over 1 million users in the Philippines, United Kingdom, and Indonesia are also compromised.
For the people who ratified the General Data Protection Regulation (GDPR), the answer is a resounding NO.
As Reinis Papulis of KRONBERGS ČUKSTE DERLING points out, “today’s level of technological development and role of personal data in the provision of various services has made it impossible to ensure the protection of personal data (privacy of individuals) at an adequate level with a legal act that was adopted in the second half of the 90's.”
This has prompted the EU to overhaul its defences against data breaches. Technology changes fast and data collection is at its peak today. Out of the necessity to protect consumers and uphold data privacy, the General Data Protection Regulation is set to be in full effect beginning May 25, 2018.
The battle for data privacy is not lost. And the enforcement of GDPR shows that we can still put up a good fight against companies that treat our personal data as commodities. However, there’s still a long way ahead of us.
Introducing you to the top 112 HR Analytics experts [infographic]Sage HR
In a bid to highlight some of the best HR analytics experts currently in the industry, we have compiled an easily accessible list of top 112 HR analytical leaders for you to familiarise yourself with and use as a go-to resource for ideas.
HR Gurus A-Z List: Revisiting the Current Industry Experts for Q4 2017Sage HR
Our year-end wrap-up of the top A-Z HR pros continues to highlight experts in the Human Resources field that we believe are helping influence and shape the trends and growth of the HR function thanks to their innovative solutions, mainly in HR analytics and strategy – a topic that is extremely hot right now due to the shift in how HR operations are now being run.
A positive difference you will see between our top A-Z gurus in the previous quarter and our top A-Z gurus in Q4 2017 is a better balance of the genders.
Despite the fact most of the HR experts in our A-Z teams already have a large following, we hope that we will continue to see plenty more inspiring content on LinkedIn from the likes of Josh Bersin and the other HR experts that we have listed throughout 2017 to help motivate the rest of us in the way we run our own HR functions.
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LEARN MORE AT blog.cake.hr
Human Resource’s Gurus: Picking HR’s Ultimate A-Z Team | Q3 2017Sage HR
Here we have compiled an A-Z list of HR guru’s to help you discover which influencers you really should be following right now.
It is always good to follow other experts in the Human Resources field and get inspired by new ideas whilst also keeping up to date with current real-time changes in HR trends and legislation.
The list of HR leaders and influencers that we have chosen, all have a vast background in Human Resources or promote innovative ways in how they operate HR within their business, so much so that they now have a large following from other HR professionals.
So take time to look at all of the HR leaders we have listed below; we have even added links to their LinkedIn profiles to enable you to follow them for yourselves.
Team CakeHR
➡️ www.cake.hr
Defining Your Employee Value Proposition. 34 Surprisingly Useful Questions to...Sage HR
Ready to define your EVP but don’t know where to start? We’re gonna lead you through it!
The process is actually pretty simple; all you need to do is interview your employees and analyze their answers. Find an online tool to prepare your survey. To keep you on the right path, check out 34 sample questions that will make the process a lot easier!
Once you have obtained the answers, understand the changes that need to be made in order to make the work experience appealing to all of the employees. It will take some time and investment but make sure you work towards having an effective EVP.
And remember, an EVP must be unique, relevant and compelling if it is to act as a key driver of talent attraction, engagement and retention – which is ultimately what your Employer Brand aims to do.
Introduction to the HR management software CakeHRSage HR
Founded in 2012, CakeHR is a fast growing HR software company that streamlines attendance and performance management for customers in over 1000 cities worldwide including airBaltic, CBS, BDO, Squalio, Twino and 4Finance. Unlike older platforms which can be painfully slow and complex, our innovative and user-friendly tool is designed to be fast and enjoyable to use for employees and managers. This improves employee engagement and identity in the company and the quality of data that they supply without the need for paperwork or spreadsheets.
Key functionality of the software:
- Leave management
- Scheduling and timesheets
- Performance appraisal
- Onboarding & off-boarding
- Centralised employee directory and database
- Recruitment management
- Organisational chart
Learn more by visiting www.cake.hr
Technology in HR - Human Resources Management SoftwareSage HR
The history of HR technology starts in the 1800s with Frederick Winslow Taylor, an American Engineer whose passion was to increase industry efficiency and one of the first management consultants.
Today’s digital applications are really a misnomer because they don’t simply track time off, they’re comprehensive tools that help good managers manage the time in their firms. In the process, they also save everyone involved a great deal of time, freeing them up for more important jobs.
Learn more about HR management software CakeHR here >>> cake.hr
5 Reasons Why Holacracy is Failing. Is it Time to Say Goodbye to Holacracy (a...Sage HR
Holacracy is a self-management principle founded on interconnectedness. The term was first coined in 2007 by Brian Roberts but the idea has been around for centuries.
It's only been a couple of years since Zappos adopted Holacracy. But it seems that everyone is eager to learn about the results of Hsieh's experiment. Latest speculations (mostly from the press) suggest that Holacracy is failing.
Is it?
Or maybe it only needs more time to prove its worth?
In this Slideshare story deck, we present 5 main reasons why many experts think that Holacracy is failing. And of course to make it a fair fight, we are also proud to show one big reason why we need to give Holacracy more time.
Hope you'll find this information useful!
- - -
Visit our blog for more > > > cake.hr/blog
10 Easy Ways to Unleash Your Kid's Brain PowerSage HR
Do you know that a baby is born with all the brain cells he needs when he becomes an adult?
Do you know that a baby creates 700 neural connections every second in the first 1,000 days of his life?
A study conducted by Dr. Jim Heckman, a Nobel Laureate in Economics, show that early stimulation of brain function during childhood plays a critical role in a child's social and economic success. Furthermore, the neural pathways and networks that are forged during the first 1,000 days will have lasting impacts on the person's social, emotional and mental capabilities --- very important factors which dictate the kind of lifestyle, job and social interactions he will have in the future.
For parents who want nothing but the best for their children, Dr. Heckman's research show that preschool experiences and early interactions with peers and adults provide the highest return in capital investment. The benefits of which decreases dramatically after school due to aging and several other reasons.
From an economic standpoint, these words ring true. Early childhood stimulation of brain function develops fluid abilities such as memory, reasoning, speed of thought and problem solving prowess. All of which are interrelated and foreshadows high-level brain function which is key to a happy, successful life.
In this Slideshare story deck, CakeHR is proud to present 10 easy, practical ways to develop your kid's brain power. Here you will learn about the importance of play, songs and interactive toys in early childhood brain stimulation. You will also learn that the way your respond to your child's needs and cries will have a direct effect on the development of his cognitive and emotional abilities.
Learn more about CakeHR at > > > cake.hr
How to Skyrocket Your Communication Skills - 23 Awesome Tips!Sage HR
This SlideShare will show you 23 awesome tips on how to negotiate with people around the world!
~~~
You can't expect negotiations with the French to be like negotiations with Americans, and the same holds true for every culture around the world.
British linguist Richard D. Lewis charted communication patterns as well as leadership styles and cultural identities in his book, "When Cultures Collide," which is now in a third edition. His organization offers classes in cross-cultural communication for clients like Unilever and BMW.
Although cultural generalizations can be overly reductive, Lewis, who speaks 10 languages, insists it can be done fairly. "Determining national characteristics is treading a minefield of inaccurate assessment and surprising exception. There is, however, such a thing as a national norm," he writes.
"How to Skyrocket Your Communication skills to Irresistible Levels" SlideShare presentation we made thanks to CrossCuture negotiating with people around the world!
Enjoy and share your thoughts below!
Team CAKE HR.
The Power of Employee Appreciation. 5 Best Practices in Employee Recognition.Sage HR
Employee appreciation or recognition is the timely acknowledgment of a person’s or team’s “beyond normal” effort, result or behaviour that uphold the company’s goals and values. It can be formal or informal depending on the situation.
Appreciation is not learned overnight. In order to be more effective, you need to understand the psychology of praising others and apply it on yourself too. If done right, employee appreciation can be catalytic, causing dramatic positive changes that affect your entire company’s culture.
Why do employees need to be appreciated? Kelly Mannard, Chief Marketing and Strategy Officer of Northern Trust, puts it clearly this way: It’s human nature to want to be valued!
Most employees respond positively to appreciation because it confirms that their efforts are valued. It gives them that sense of achievement for a job well done — a “pat in the back”.
Read more at >>> cake.hr
How Volkswagen Mocked Corporate Social Responsibility: “Diesel Gate” Outs Sus...Sage HR
How Volkswagen Mocked Corporate Social Responsibility:
“DieselGate” Outs Sustainable Business Sham
In September 2015, the automotive industry played witness to the largest scandal among its ranks in recent history, as Volkswagen was caught cheating with its pants down. The German car manufacturer had recently overtaken Toyota in sales, in the first half of 2015, to establish itself as the leader of the global car market. Though, this shouldn't have been a surprise to anyone, since VW was largely leading the automotive industry in terms of revenues, profits, and assets even in 2013.
The world was left with jaws agape in early September, as the German giant admitted to placing “cheat” software in roughly 11 million of its diesel-engined cars worldwide. Carried out since 2009 onwards, this subterfuge was perpetrated in an effort to deceive pollutant emissions testing in developed markets like US and EU. As investigations into the fraud continue, the primary reason seems to be that Volkswagen did not wish to install a Urea-based exhaust system marketed as AdBlue – roughly $336 per unit – into the “clean diesel” engines which they'd spent years developing for their 2009 models. In-house testing into the engines revealed that they emitted roughly 35 to 40 times the amount of nitrogen oxide, linked to smog, acid rain, asthma, and other illnesses, above the limits allowed by clean air legislation in developed nations.
Suddenly, the car manufacturer was faced with two options – go back to the drawing board and miss out on the 2009 car season, or spend exorbitant amounts of money to fix the problem by retro-fitting their engines with AdBlue. They chose option three – cheat through a “defeat device” software. Ironically, the test which ultimately uncovered the deception was carried out by independent American researchers – working for an NGO, rather than the EPA or other bigwig agencies – to show their European counterparts that diesel engines can be used with cleaner emissions. Despite their published efforts coming to light in 2014, however, the EPA was unable to make Volkswagen admit to the cheat till September 2015 – after threatening to withhold approval for VW's and Audi's 2016 diesel models.
Now, after having lost its CEO in the wake of the scandal alongwith almost a fifth of its share value, Volkswagen is looking at criminal investigations from the US and Chinese governments, a legal penalty for $18 billion for the roughly 482,000 cars it sold in US, and class-action lawsuits from owners of post-2009 VW Jetta, Golf, Beetle, and Passat, as well as similar Audi diesel models. Even though the firm has set aside roughly $7.3 billion to deal with this scandal, early projections show that this amount may be grossly insufficient.
By now, we're sure that you have a flood of unanswered questions – What are these “defeat devices”? How do they affect the car's performance?
For more visit > > > cake.hr
Why you need to recognize your employees? (15 reasons + tips)Vantage Circle
Discover the top reasons for employee recognition. Learn practical tips for creating an effective recognition program that benefits employees, managers, and the entire organization.
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
HRMantra is a cutting-edge HR technology solution that harnesses artificial intelligence for digital transformation of HR operations. It streamlines processes like attendance management, performance evaluations, project progress tracking, employee database management, and payroll processing with automated income tax & benefit plans calculations. Unlock productivity, compliance automation, and data-driven insights with this innovative HR cloud platform for the future of work.
Report on Job Absence & Turnover (2014 2nd Quarter)
1. Job Absence & Turnover
2nd Quarter 2014
Job Absence Plummets in Second Quarter,
Falls Back to Typical Post-Recession Levels
In a pattern that has become familiar since the last re-
cession, signs of rising job absence in one quarter
vanished in the next. After reaching six-year highs in
early 2014, absence rates plunged back to typical post-
recession levels during the spring. Median monthly
rates of unscheduled absence (excluding long-term ab-
sences and partial days off) averaged 0.7 percent of
scheduled worker days in April, May and June, down
sharply from 1.0 percent in the first quarter of 2014 but
unchanged from the second-quarter average recorded a
year ago.
Employee absenteeism had climbed to its highest
points since 2008 in January (1.2 percent) and February
(1.1 percent) of this year, but the median monthly ab-
sence rate subsequently tumbled to 0.8 percent in
March and April and 0.7 percent in May and June. (See
the line graph below.)
Turnover Edges Up in the Second Quarter
but Still Tracks Below Pre-Recession Levels
Employee turnover in the spring outpaced separa-
tions in the previous quarter and the second quarter
of 2013, but departure rates remain well short of pre-
recession levels. Median rates of permanent separation
(excluding layoffs and reductions-in-force) averaged
0.9 percent of the workforce per month in the second
quarter, compared with 0.7 percent in the first quarter
and 0.8 percent in April to June of 2013.
As the line graph below shows, the median departure
rate climbed from 0.8 percent in March to 0.9 percent
in April and May, then fell back to 0.8 percent in June.
The April and May figures are each up two-tenths of
percentage point from 2013; the June rate is down
slightly from a year ago (0.9 percent). Separation rates
often rise as the weather grows warmer. Before the re-
cession, however, monthly turnover frequently surged
well above 1.0 percent in the spring and summer.
Monthly Job Absence Rates for All Employers
Median Percent of Scheduled Workdays
A BNA Graphic/suq314af
F M OA M J J A S N DJ
0
1
2
3
2013
2014
F M OA M J J A S N DJ
0
1
2
3
A BNA Graphic/suq314tf
Monthly Turnover Rates for All Employers
Median Percent of Workforce
2013
2014
VOL. 65, NO. 35 PART 2 PAGES S-1 - S-4 SEPTEMBER 2, 2014
COPYRIGHT 2014 BY THE BUREAU OF NATIONAL AFFAIRS, INC. ISSN 0525-2156
Bulletin to
Management™
2. Job Absence
Recent Patterns in Absence
Suggest Reemergence of Seasonal Trends
Through the first half of 2014, median monthly ab-
sence rates averaged 0.9 percent of scheduled
worker days, slightly higher than the mid-year averages
for 2013 (0.8 percent) and 2012 (0.7 percent) but still far
below levels that were common before the economic
downturn (e.g., an average of 1.4 percent over the first
six months of 2006).
In both 2013 and 2014, comparatively high job ab-
sence early in the year has been followed by much
lower absenteeism in the second quarter, suggesting
the reemergence of a seasonal pattern observed over
most of the survey’s history. Prior to the last recession
(late 2007 through mid-2009), absence typically de-
clined as winter gave way to spring, presumably a prod-
uct of better weather and the end of flu season. Since
the downturn, the severity of the recession and the
tenuous recovery might have prompted workers to
brave winter storms, ignore their symptoms, or both.
Absenteeism remains lowest among the smallest em-
ployers, as the bar chart at right shows. Median ab-
sence rates through the first half of the year averaged
0.6 percent of scheduled worker days among firms with
fewer than 250 workers, the same six-month average as
in 2013. Mid-year averages were substantially higher—
and up from a year earlier—among organizations with
250 to 499 workers (1.2 percent to 1.9 percent), 500 to
999 employees (0.6 percent to 0.9 percent), 1,000 to
2,499 workers (0.8 percent to 2.1 percent) and 2,500 or
more employees (1.5 percent to 1.7 percent).
Workers in nonmanufacturing firms are still less dis-
posed to taking an unscheduled day off than their col-
leagues in other industry sectors. Median absence rates
through the first half of 2014 averaged 0.6 percent of
scheduled worker days in the nonmanufacturing sector,
despite comparatively high job absence in the financial
sector (1.2 percent). As the bar chart at right shows, the
six-month average for 2014 was 1.0 percent among
manufacturing enterprises and 1.1 percent in both the
nonbusiness sector (e.g., hospitals, schools, govern-
ment) and its health care subgroup.
By region, the mid-year average was barely higher
among Southern and Western employers (1.0 percent
each) than in the Northeastern (0.9 percent) and North
Central (0.8 percent) regions.
Median Percent of Scheduled Workdays
Monthly Job Absence by Industry
201320122010 2011
0
1
2
3
Manufacturing
Nonbusiness
Nonmanufacturing
2014
A BNA Graphic/suq314al
Monthly Job Absence by Industry
Median Percent of Scheduled Workdays
Region
Northeast
South
North Central
West
All Employers
Average of Monthly Median Rates, in Percent
Unscheduled Absence: Jan.–Jun.
A BNA Graphic/suq314ab
Industry
Manufacturing
Nonmanufacturing
(Finance)
Nonbusiness
(Health Care)
Workforce Size
Fewer than 250
250-499
500-999
1,000-2,499
2,500 or more
1.9
1.7
2.1
0.9
0.6
1.0
0.6
1.1
0.8
1.1
0.9
1.2
0.9
1.0
1.0
S-2 (No. 35)
9-2-14 COPYRIGHT 2014 BY THE BUREAU OF NATIONAL AFFAIRS, INC. BTM ISSN 0525-2156
3. Turnover
Demographic Analysis Also Shows
No Consistent or Notable Trends
For the first six months of 2014, median monthly
separation rates averaged 0.8 percent of responding
employers’ workforces per month, marginally higher
than the mid-year average in 2013 (0.7 percent) and not
much different than attrition rates recorded over the
past several years. Turnover rates have rebounded only
slightly since plunging to record lows in 2009, with no
indication of a return to levels that were common be-
fore the last recession.
Demographic analysis also has borne out the lack of
sustained or consistent trends in employee separations.
Across workforce size classifications, the average of
median monthly separation rates through the first half
of the year edged up from 2013 among establishments
with 250 to 499 employees (from 0.8 percent to 0.9 per-
cent) and organizations with 500 to 999 workers (0.8
percent to 1.0 percent), but declined slightly among the
smallest responding companies (0.2 percent to 0.1 per-
cent) and more sharply in enterprises with 1,000 to
2,499 employees (1.2 percent to 0.9 percent). Among
the largest surveyed establishments (2,500 or more
workers), the six-month average was unchanged from a
year earlier, at 0.9 percent of those employers’ work-
forces per month.
By industry, the mid-year average of median
monthly attrition rates climbed from 0.7 percent to 0.9
percent among both manufacturing companies and
nonbusiness establishments (e.g., hospitals, schools,
municipalities). Turnover rose slightly among health
care facilities (1.1 percent to 1.2 percent) and continues
to outpace employee attrition in the nonbusiness sector
as a whole. (See the bar chart at right.) Those modest
increases were partially offset by a small decline in
separations in the nonmanufacturing sector, where the
six-month average of median separation rates fell from
0.7 percent to 0.6 percent of the workforce per month,
despite rising turnover among financial institutions (0.6
percent to 0.9 percent).
Employee attrition has exhibited even less variance
by geographic region. The six-month average of median
turnover rates climbed one-tenth of a point in the South
and West (to 0.9 percent in both regions), fell one-tenth
of a point among North Central employers (0.8 percent)
and held steady in the Northeast (at 0.6 percent).
20132012 20142010 2011
0
1
2
3
A BNA Graphic/suq314tl
Median Percent of Workforce
Monthly Turnover by Industry
Nonmanufacturing
Manufacturing
Nonbusiness
0.9
0.6
0.8
Average of Monthly Median Rates, in Percent
Monthly Turnover: Jan.–Jun.
A BNA Graphic/suq314tb
0.8
0.9
Workforce Size
Region
Fewer than 250
250-499
500-999
1,000-2,499
Northeast
South
North Central
West
All Employers
Industry
Manufacturing
Nonmanufacturing
(Finance)
Nonbusiness
(Health Care)
0.9
0.9
0.6
0.9
0.9
1.0
0.9
2,500 or more
1.2
0.1
0.9
(No. 35) S-3
BULLETIN TO MANAGEMENT ISSN 0525-2156 BNA 9-2-14
4. Table 1. Job Absence Rates
(days of absence as a percent of the average workforce)
April 2014 May 2014 June 2014
Low
1st
Quartile Median
3rd
Quartile High Low
1st
Quartile Median
3rd
Quartile High Low
1st
Quartile Median
3rd
Quartile High
All employers (87) 0.00 0.2 0.8 1.6 6.3 0.00 0.2 0.7 1.4 6.3 0.00 0.2 0.7 1.4 10.3
By Workforce Size
Fewer than 250 (57) 0.00 0.1 0.6 1.2 6.3 0.00 0.1 0.5 1.1 6.3 0.00 0.2 0.5 1.0 6.3
250-499 (8) 0.15 0.7 1.3 3.5 5.6 0.15 0.5 1.3 2.8 5.6 0.14 0.3 1.5 3.0 5.6
500-999 (10) 0.11 0.2 0.9 1.2 2.5 0.10 0.2 0.7 0.9 2.5 0.08 0.2 0.7 0.8 2.5
1000-2499 (3) 0.00 0.0 2.9 5.5 5.5 0.00 0.0 2.8 5.3 5.3 0.00 0.0 1.4 5.0 5.0
2500+ (9) 0.48 1.0 1.1 1.5 2.7 0.49 0.9 1.2 1.3 2.7 0.10 0.9 1.0 1.7 10.3
By Industry
Manufacturing (20) 0.00 0.5 0.9 1.3 5.6 0.00 0.5 1.0 1.3 5.6 0.00 0.2 0.7 1.5 5.6
Nonmfg (45) 0.00 0.1 0.4 1.2 4.8 0.00 0.1 0.4 1.0 4.8 0.00 0.1 0.3 1.0 4.9
Finance (7) 0.00 0.4 1.0 1.4 2.0 0.00 0.2 0.7 1.4 2.2 0.00 0.2 0.6 1.1 1.3
Nonbusiness (22) 0.00 0.6 1.3 2.0 6.3 0.00 0.5 1.0 1.8 6.3 0.00 0.5 0.9 2.0 10.3
Health Care (6) 0.55 0.9 1.6 1.7 2.9 0.50 0.9 1.3 1.7 2.8 0.43 0.9 1.4 1.7 2.0
By Region
Northeast (14) 0.00 0.3 0.9 1.2 3.1 0.00 0.4 0.7 1.3 3.5 0.00 0.4 0.7 1.4 3.0
South (35) 0.00 0.3 0.8 1.6 6.3 0.00 0.2 0.8 1.4 6.3 0.00 0.2 0.7 2.1 10.3
North Central (25) 0.00 0.2 0.9 1.5 5.6 0.00 0.2 0.8 1.3 5.6 0.00 0.2 0.6 1.3 5.6
West (13) 0.00 0.1 0.5 1.7 2.2 0.00 0.2 0.5 1.7 3.5 0.00 0.2 0.8 1.7 2.5
Number of worker-days lost through absence during month
Rates computed as: × 100
(Avg. no. of employees during month) × (No. of workdays)
Job absence is defined as unscheduled absence. It does not include long-term absences after the first four days; vacations, holidays or other scheduled
leave; or absences of less than a full day.
Table 2. Turnover Rates
(separations as a percent of the average workforce)
April 2014 May 2014 June 2014
Low
1st
Quartile Median
3rd
Quartile High Low
1st
Quartile Median
3rd
Quartile High Low
1st
Quartile Median
3rd
Quartile High
All employers (131) 0.00 0.0 0.9 1.6 10.7 0.00 0.0 0.9 1.7 11.6 0.00 0.0 0.8 1.5 11.8
By Workforce Size
Fewer than 250 (72) 0.00 0.0 0.0 1.8 10.7 0.00 0.0 0.0 1.7 11.6 0.00 0.0 0.6 2.1 11.8
250-499 (19) 0.00 0.7 1.1 1.6 5.8 0.30 0.6 1.1 1.8 9.1 0.00 0.6 0.9 1.3 5.1
500-999 (14) 0.34 0.6 1.3 1.7 3.8 0.34 0.6 1.2 1.9 3.8 0.00 0.4 1.2 2.1 4.2
1000-2499 (8) 0.38 0.6 0.9 1.0 1.1 0.36 0.6 1.0 1.4 2.7 0.36 0.6 0.8 1.0 2.1
2500+ (18) 0.00 0.6 0.8 1.1 3.8 0.00 0.5 0.9 1.6 4.7 0.00 0.4 0.9 1.2 7.2
By Industry
Manufacturing (31) 0.00 0.4 1.0 1.7 10.4 0.00 0.4 1.0 2.3 9.1 0.00 0.6 1.0 1.7 7.7
Nonmfg (64) 0.00 0.0 0.7 1.5 10.7 0.00 0.0 0.6 1.6 11.6 0.00 0.0 0.6 1.4 11.8
Finance (11) 0.00 0.7 1.1 1.7 10.0 0.00 0.0 1.3 1.7 2.7 0.00 0.0 0.8 2.1 11.1
Nonbusiness (36) 0.00 0.4 0.9 1.8 5.9 0.00 0.4 1.1 1.6 4.7 0.00 0.3 0.9 1.7 7.6
Health Care (13) 0.00 0.7 0.9 1.5 3.8 0.36 1.0 1.2 1.6 3.7 0.54 0.7 1.0 1.2 4.2
By Region
Northeast (25) 0.00 0.0 0.7 1.3 3.0 0.00 0.0 0.9 1.4 2.3 0.00 0.0 0.8 1.2 2.3
South (46) 0.00 0.0 0.9 1.6 10.4 0.00 0.3 1.0 1.8 6.3 0.00 0.0 0.9 2.0 9.1
North Central (39) 0.00 0.0 0.7 1.6 10.0 0.00 0.0 0.7 1.6 9.1 0.00 0.0 0.7 1.4 11.8
West (21) 0.00 0.8 1.1 2.0 10.7 0.00 0.0 1.0 2.7 11.6 0.00 0.0 1.0 2.1 7.7
Number of separations during month
Rates computed as: × 100
Avg. no. of employees on payroll during month
Turnover figures cover permanent separations, whether voluntary or involuntary. They do not include job eliminations, reductions-in-force, long-term leaves of
absence, layoffs or departures of temporary staff.
Note: Tables 1 and 2 show the range of absence and turnover rates reported for each month. Between the first and third quartiles fall half of the reported
rates; a fourth of the employers had rates below the first quartile, and a fourth had rates above the third quartile. The number of responding employers in
each category is indicated by the figures in parentheses.
The Survey Sample: This survey is conducted quarterly among a panel of human resource executives representing organizations throughout the United
States. Of the 154 employers responding in time for tabulation of this quarter’s survey, 54 percent have fewer than 250 workers, 13 percent have
workforces of 250 to 499 employees, 12 percent employ 500 to 999 workers, 6 percent have workforces of 1,000 to 2,499 employees and 15 percent
employ at least 2,500 workers. By industry, 23 percent of the organizations are manufacturing companies, 51 percent are nonmanufacturing firms and 25
percent are nonbusiness establishments. By region, 18 percent of the employers are located in the Northeast, 38 percent operate in the South, 27 percent
are located in North Central states and 18 percent operate in the West. Estimated total employment of the responding organizations: 635,962.
S-4 (No. 35)
9-2-14 COPYRIGHT 2014 BY THE BUREAU OF NATIONAL AFFAIRS, INC. BTM ISSN 0525-2156