This document provides guidance on how to retain and motivate staff through measuring retention metrics, understanding turnover costs, and implementing five key actions. It discusses measuring retention rate, turnover rate, voluntary turnover rate, average tenure for current employees and leavers, characteristics of leavers, and vacancy rate. It outlines direct and opportunity costs of turnover and methods for calculating costs. The five recommended actions are establishing a clear employee value proposition, effective onboarding processes, performance management aligned to strategy, increasing employee engagement, and providing different career paths for top talent.
Employee Attrition Analysis
A leading organization would like to know why its best and most experienced employees are leaving early. Based on the previous data, classification was done to predict the employees who could leave early.
This presentation entitled towards delivering information regarding the various sources & impact of attrition in BPO sector also provided with suggestions
Employee Attrition Analysis
A leading organization would like to know why its best and most experienced employees are leaving early. Based on the previous data, classification was done to predict the employees who could leave early.
This presentation entitled towards delivering information regarding the various sources & impact of attrition in BPO sector also provided with suggestions
This is a project on how employee turnover occurs and how do we make sure that the turnover of employees reduces and the banking industry retains its employees by adopting certain measures.
Effect of employee turn over on national economyMoharam Pua
Working paper discussing the employee turnover problem in Egypt. This paper was presented at the second international conference of business development, innovation & challenges.
Employee retention - the real cost of losing an employeeSamir Hader
For businesses to thrive in today’s economy, finding and retaining the best employees is important. This is especially true for small businesses and nonprofits competing with larger businesses, and larger budgets, for top talent.
Why are some companies thriving while others are struggling to stay in business? What is the distinctive difference between a good company and a truly great company? The answers to these questions can only be found when looking at what defines the company: its people. The people who make up a company are that organization’s unique and biggest asset. For most businesses, the workforce is also its largest expense, or better put, its largest investment.
At Sage, we believe that employees are the most important component in the quest to improve business results. It makes sense to treat employee-related expenses as an investment in the workforce. Like any other investment, this critical company investment must yield a healthy return.
We call that the Return on Employee Investment or ROEI. This white paper looks into investments that can help a company maximize the value of its workforce, and shows how technology can help improve ROEI and build a more profitable and successful business.
Analysis of Attrition & Employee engament activity at IDEA Cellular ltdalpana96
The ppt is my summer Internship Project at Idea Cellular ltd. The project was about Analysis of attrition in last 3 years in Idea, my findings on reasons of attrion and suggesting steps to reduce the churn rate. I also saw there suggessful implementation of those steps. I also worked on employee engagement acivities at idea cellular ltd.
This is a project on how employee turnover occurs and how do we make sure that the turnover of employees reduces and the banking industry retains its employees by adopting certain measures.
Effect of employee turn over on national economyMoharam Pua
Working paper discussing the employee turnover problem in Egypt. This paper was presented at the second international conference of business development, innovation & challenges.
Employee retention - the real cost of losing an employeeSamir Hader
For businesses to thrive in today’s economy, finding and retaining the best employees is important. This is especially true for small businesses and nonprofits competing with larger businesses, and larger budgets, for top talent.
Why are some companies thriving while others are struggling to stay in business? What is the distinctive difference between a good company and a truly great company? The answers to these questions can only be found when looking at what defines the company: its people. The people who make up a company are that organization’s unique and biggest asset. For most businesses, the workforce is also its largest expense, or better put, its largest investment.
At Sage, we believe that employees are the most important component in the quest to improve business results. It makes sense to treat employee-related expenses as an investment in the workforce. Like any other investment, this critical company investment must yield a healthy return.
We call that the Return on Employee Investment or ROEI. This white paper looks into investments that can help a company maximize the value of its workforce, and shows how technology can help improve ROEI and build a more profitable and successful business.
Analysis of Attrition & Employee engament activity at IDEA Cellular ltdalpana96
The ppt is my summer Internship Project at Idea Cellular ltd. The project was about Analysis of attrition in last 3 years in Idea, my findings on reasons of attrion and suggesting steps to reduce the churn rate. I also saw there suggessful implementation of those steps. I also worked on employee engagement acivities at idea cellular ltd.
Employee retention issues and analysisRehan Akhtar
It covers employee retention issues, reasons for attrition, attrition analysis, ways to reduce attrition and how to predict attrition using identified attributes
Problem 5The probability distributions for inter-arrival a.docxelishaoatway
Problem 5
The probability distributions for inter-arrival and service times for the help desk for a loan application center are given below. Assume that the first customer calls at time 9AM and that no one is being served or waiting to be served when the first customer calls. Simulate the arrival and service for 10 customers for one and two service representatives starting at 9AM. Determine the average customer waiting time for each of the two situations? The probability distributions for inter-arrival time and service time are given below. Write random numbers in the tables below. Use the table on the next page for simulating the one-representative case and the two-representative cases.
Inter-arrival time (min)
Probability
1
0.20
1
20
2
0.20
21
40
3
0.10
41
50
5
0.10
51
60
7
0.20
61
80
10
0.20
81
100
Service time (min)
Probability
3
0.40
1
40
5
0.30
41
70
8
0.15
71
85
15
0.05
86
90
20
0.05
91
95
25
0.05
95
100
Two-employee Case
One-employee Case
Representative 1
Representative 2
Customer Number
Random Number
Inter-arrival Time
Call Time
Random Number
Service Time
Service Begins
Service Ends
Waiting Time
Service Begins
Service Ends
Service Begins
Service Ends
Waiting Time
1
9:00
40
-
-
2
45
17
-
-
3
91
86
-
-
4
31
38
-
-
5
37
55
6
97
13
7
70
21
8
19
59
9
68
29
-
-
10
59
77
-
-
Running head: EMPLOYEE NEEDS ASSESSMENT
1
EMPLOYEE NEEDS ASSESSMENT
EMPLOYEE NEEDS ASSESSMENT
Employee Needs assessment
Sharon Sweeney Wallace
Capella University
Instructor: Lori White
May 19, 2013
Employee Needs assessment
Organizations have long recognized that employees make contributions through a work behavior that leads to measurable performance. The appraisal process helps management assess this contribution as well as identify areas that need improvement. As a formal process, appraisal is a part of a performance system designed to manage an organizations human resources. The growing complexity of customer, employee and management relationships requires a new leadership paradigm. This is certainly true in today’s highly competitive market place where a premium is placed on the development of human capital. Management of today’s workforce has been made more difficult by the implementation of the contemporary business practices such as downsizing, reengineering, Total Quality Management (TQM), employee empowerment and team performance systems. These changes have altered the dynamics of the traditional management and employee relationships. The increase in layoffs globally has placed organizations in a more complicated position to manage their workforces. Business organizations have continued to develop sophisticated performance management systems to manage their human resources and to identify leaders to sustain growth of the company (Kusluvan, 2003).
Employee performance can be improved in many ways. E.
IBM HR Analytics Employee Attrition & PerformanceShivangiKrishna
- Help companies to be prepared for future employee-loss
- Evaluating possible trends and reasons for employee attrition, in order to prevent valuable employees from leaving.
- We analyzed the numeric and categorical data with the use of Machine Learning models to identify the main variables contributing to the attrition of employees
- This project was completed and carried out by three DSAI students Angelin Grace Wijaya, Agarwala Pratham, Krishna Shivangi
Employee Metrics: 9 Essential Data Points to Track in 2022 LizzyManz
There are ton of metrics you could measure as a People and Talent lead at a fast-growth company. But tracking them all simply isn’t valuable. Instead, you should be economical and focus on a few metrics that can tell you the most about your function, keeping the rest in the background until you need to delve a bit deeper.
Running Header Staffing Plan for a Growing Business 1Staffin.docxanhlodge
Running Header: Staffing Plan for a Growing Business 1
Staffing Plan for a Growing Business 7
Staffing Plan for a Growing Business
Scenita Cason
Bus 409
11/13/2016
For an expanding technology company, a good staffing model will be very necessary. By making and utilizing a staffing model, an independent company can expand proficiency by guaranteeing it is staffed with the right number of individuals, having the significant ability sets to meet basic business needs at the suitable time. Exact staffing is especially imperative in an independent venture because numerous positions can speak to a single purpose of disappointment (Bloom & Reenen, 2011). In a substantial business, holes in staffing can be secured by different ranges and overstaffing can be assimilated until whittling down happens, yet this is not the situation in independent companies, where one staff part speaks to a critical rate of the aggregate representatives. When you know the level of adaptability, some workers and level of administration your association needs, picking the privilege staffing model can be straightforward.
A staffing arrangement is a well thoroughly considered guide for guaranteeing your organization is completely staffed, with the long-haul objective of maintaining a strategic distance from downtime or misfortune underway because of retirement or another staff turnover. Staffing plans to have a tendency to differ starting with one organization then onto the next, contingent upon industry, size of the association and foreseen development (Kabene, 2015). There is a nobody estimate fits-all way to deal with help you adequately staff your business, however with watchful arranging and research, it is conceivable to have a pipeline of ability prepared to venture in and fill opportunities as they happen.
Short-Term Staffing
A Short-Term staffing arrangement concentrates on the prompt needs of the organization. For instance, in the event that you claim a retail location and the Christmas shopping season is drawing nearer, your transient staffing arrangement would concentrate on finding extra workers on a regular premise. In this case study, as HR manager one would need several assembly technicians when the demand of the devices is very high. The use of this is because to an impermanent workforce for fleeting staffing needs, particularly if the need is just for a particular venture or brief timeframe (Leahm, 2011).
Key Staffing
Key staffing includes a blend of short-term, long haul and progression arranging. This arrangement considers the organization's strategies for success to guarantee that objectives can be met from an ability point of view. Staffing levels are assessed to figure out whether there is a staffing surplus or shortfall. Aptitudes likewise ought to be surveyed to figure out whether you're existing group does not have the capacity and experience expected to help the organization push ahead (SHRM., 2016). Regularly, preparing is incorpo.
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Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
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Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
2. Who is this guy?
“HR Veteran working
across industry in
Viet Nam”
2013
2007
2003
2002
Australia
Viet Nam
Thailand
Singapore
Cambodia
Myanmar
Pakistan
India
2001
1996
1993
1991
1989
3. What do you know about HR2B?
HR2B "Human Resources to Business"
is a professional services company
focusing on HR in Viet Nam.
HR2B has deep
practical experience of
the Viet Nam market
that enables us to
create Search results
that last.
6. What gets Measured gets
Managed
1.
2.
3.
4.
5.
6.
7.
Retention rate
Turnover rate
Voluntary turnover rate
Average LOS of current employees
Average LOS of Leavers
Special characteristics Leavers
Vacancy rate.
7. Retention Rate
Number of
stayers
Divided
by
Number of
personnel at
beginning of
period
( 90
÷
100 )
Times 100
X
Equals
Your retention
rate
=
90%
100
Calculating your retention rate (stayers)
The number of “stayers” (employees who remain at the end of
calculation period) divided by the number of employees you had at
the beginning of your calculation period times 100 equals your
retention rate.
Example of Retention Rate Calculation
If you have 100 employees starting the first day of the month, and
90 employees at the end of the month, you have lost 10 of
employees. Your retention rate is 90 percent.
8. Turnover Rate
Number of
leavers
Divided
by
Number of
people
employed
( 50
÷
175 )
Times 100
X
100
Equals
Your turnover
rate
=
28.6%
Calculating your turnover rate (leavers)
The number of “leavers” (employees terminating during your calculation
period) divided by the total number of people employed during your
calculation period times 100 equals your turnover rate.
Example of Turnover Rate Calculation
You had 175 people in your employment in January. Fifty employees
left by the end of the month. A simple turnover rate is 50 divided by 175,
which equals 28.6 percent.
9. Voluntary Turnover
Number of
voluntary
leavers
Divided by
Number of
people
employed
( 12
÷
175 )
Times 100
X
100
Equals
Your voluntary
turnover rate
=
6.9%
Calculating your voluntary turnover rate
The number of employees who left voluntarily divided by the number of employees you had during
your calculation period times 100 equals the voluntary turnover rate.
Example of Voluntary Turnover Rate Calculation
Fifty total employees left, but only 12 were dissatisfied with the organizational policy, compensation,
and/or career opportunities. Good exit interview strategies should help you determine which
employees terminated voluntarily.
Involuntary - Of the other 38, 15 left when you cut a department, 7 women followed their husbands to
another part of VietNam, 11 were terminated for poor performance, and 5 became ill and could no
longer work. These numbers indicate involuntary turnover.
10. Average Length of Service
Total months
“stayed”
Divided by
Number of current
employees
Equals
Average tenure of
“stayers”
122
÷
10
=
12.2 months
Calculating the average tenure of your employees
To compute the average tenure of workers, list each worker and the number of months the
worker has been at the organization. In this example, the time period is calculated in
months. Your tenure rate can be calculated by months, years, or other time periods.
The sum of months worked by all current employees divided by the number of employees
you have today equals the tenure of “stayers”.
11. Average LOS - Leavers
Total months
worked
Divided by
Number of “leavers”
Equals
Average tenure of
“leavers”
123
÷
13
=
9.46 months
A calculation on longevity (total number of months worked before quitting) may highlight
the point at which employees “fall off”, allowing you to rethink your organizational
response. It may be useful for you to identify the average tenure of employees who left
within the previous 12 months, or within any time frame that accurately represents the
trend you are researching.
Calculating the average tenure of your leavers
The sum of months worked by “leavers” who worked in the last 12 months and resigned
before today divided by the total number of “leavers” who worked in the last 12 months
and resigned before today equals the average tenure of employees who have left over
the previous 12 months.
12. ‘Special’ Characteristics Rate
Number of
leavers
supervised
by Phuc
Divided
by
Total number of
leavers
(3
÷
12 )
Times 100
X
100
Equals
Your turnover
rate for Phuc
=
25%
Calculating special characteristics of “leavers”
The number of “leavers” that display the identified characteristic divided by the total number
“leavers” during the calculation period times 100 equals the voluntary turnover rate for that special
characteristic.
Example of Special Characteristics Calculations
For this example, we will look at the number of employees supervised by Mary Jones who leave
voluntarily. Of the 12 employees who voluntarily left the organization, 3 were supervised by
Nguyen Thanh Phuc..
13. Vacancy Rate
Number of
vacant
positions
Divided by
Total number of
positions
(7
÷
25 )
Multiplied by
100
X
100
Equals
Your vacancy
rate
=
28%
For some positions, you may wish to determine a vacancy rate to see if there is a trend in a
job position. Or, you may wish to determine your overall vacancy rate to see if there is a
trend in your organization.
Calculating your vacancy rate
The number of vacant job-specific positions (or positions within the whole organization),
divided by the total number of job-specific positions (or within the whole organization),
multiplied by 100 equals your vacancy rate.
14. Using Measurement
Tracking - Start today
Reporting - Agree with your boss
Managing - Add to Managers life
Sharing - Community
16. Measuring Cost
Direct Costs
Opportunity Costs
● Relatively easy to
measure with lower
error of measurement
● Focus on process /
transactional
improvements
● Easy to use to get what
you want from
management.
● Requires estimates,
scenario planning
● Focus on long‐term and
strategic management
issues
● Harder to use, but don’t
ignore
17. Calculating Cost of Turnover
1. Costs to off‐board
employee.
2. Cost‐per‐hire for
replacement.
3. Transition costs,
including opportunity
costs.
4. Costs from long‐term
disruption of talent
pipeline.
18. Short Cut Turnover Cost
Turnover costs are often estimated to be
● 100%
● 300%
● of the annual base salary
● of replaced employee
(150% commonly used)
20. What can you do about Turnover?
Desirable
Redundancy.
End of Contract
“Natural” Turnover
UnDesirable
Voluntary Turnover
Voluntary Turnover
Expected
Unexpected
21. 5 Ways to Retain and Motivate
1.
2.
3.
4.
5.
Employee Value Proposition
Onboarding
Performance Management
Employee Engagement
Career Paths for Top Talent
22. 1) EVP - Firing Starts with Hiring
For employees, the EVP – Employee Value
Proposition – explains why candidates choose
to work for you rather than other potential
employers.
1.
2.
3.
4.
Attract some, repel others.
Focus recruitment efforts.
Improve Selection.
Speed up integration of new person.
23.
24. 2) Onboarding
An effective onboarding process:
1. Analyzes and efficiently addresses skill gaps required to
meet performance standard
2. Provides organizational positioning skills
3. Aligns with organizational values and culture
Effective onboarding enables
faster cultural integration and
achievement of performance
standards. It can significantly
reduce transition costs
25. 3) Performance Management
Aligns performance with strategic direction of
the company
1. Optimizes performance contribution of
employees
2. Shapes organizational culture
3. Fully engages employees
It all comes down to conversations. Every
decision made about performance
management should be framed by asking,
“Will this help or hinder meaningful
conversations.”
26. 4) Employee Engagement
Drivers
1. Strategic Alignment
2. Trust in Senior Leadership
3. Immediate Manager Working Relationship
4. Peer Culture
5. Personal Influence
6. Career Support
7. Developmental Opportunities
8. Employee Recognition
9. Pay Fairness
27.
28. 5) Different Career Paths
High Potentials
Top Talent on generalist career track
Require a high degree of learning agility
High Professionals
Top Talent on a specialist career track
Have specialized expertise developed over years of focused
development
Emerging Talent
Early career talent with all characteristics of Top Talent but limited
developmental experiences and possibly undetermined career path