How to manage turn over: 6 useful tips that will delight you. https://ar.linkedin.com/in/alejandraclavel www.quartadimension.com.ar

1. 6 TIPS
Calculate
 Identify the highest turn over rate of the period. If you repeat this exercise with past
periods, you will get the tendency.
 Identify areas, roles, leaders and the leaders of the leaders both for the departures
and the current headcount. Add as much information as you can: age, studies,
residence location, promotions, etc.
 Identify where the focus of departure is:
 in an area
 same leader
 same role
This information will serve to work on the present and future.
Suggestions:
 Keep an eye on the workplace, methodologies and workforce available.
 Assist leaders and managers with coaching practices and trainings.
 Ensure that the total compensation structure is competitive.
 Update succession planning practices, training and development future plans.
 Promote knowledge management.
 Calculate turn over rate for an specific period. Ex: April 1st, 2015 to Mar 31st. 2016.
 Calculate the service length both for the departures of the period chosen and the
current headcount.
This data will help us to act proactively along the whole team.
Recommendations:
 Review job descriptions and update them if necessary.
 Confirm that the recruiting process is accurate as well as the criteria used to
make the decision.
 Keep an eye on cultural behaviors.
 Collect as much information as you can when someone leaves.
 Draft a knowledge transition process and update it accordingly.
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by Alejandra Clavel
managing turn over
QUICK GUIDE
Identify
TALENT MANAGEMENT

2. Collect
 Departure interview is a helpful tool and we recommend to ask the following
questions:
 Departure reason.
 Work experience rate.
 Rate of the relationship with peers and superior as well as organizational
values and/or behaviors.
 Ask about the key knowledge that should be considered after the person leaves.
 Ask who could be the internal replacement.
 Rate of the Company as provider.
 Rate of the Company as an employer
 Suggestions.
Face to face has always been the best tool; anyway a phone call, video conference or
a survey by email could be considered.
Regarding the timing, before the departure occurs will be the best moment but other
options should not be disabled.
As much information you get, as much improvement opportunities you will have.
At this time you should have a precise snapshot of the frame and it will help to be
proactive as we have mentioned in stage I.
Then, let´s move on what matters: our associates. We suggest:
 Segment the headcount considering the best parameters that work for you and
the business:
 Key knowledge.
 Key role.
 Replacement cost and hiring difficulty.
 The parameters would be thousands, so choose those ones that fit better with
the organization and were agreed with Line Managers and/or Directors.
Adding value, we also suggest to consider the service length at the time you are
analyzing this data. It will help to identify which associates are setting on the
departure period risk, which ones are not and finally which ones are currently on fire.
Classify
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6 TIPS
by Alejandra Clavel
managing turn over
QUICK GUIDE
TALENT MANAGEMENT

3. Every management role has or should have developed an analytical criteria skill so it´s
time to use it. Some topics to analyze:
 Departure impact on business, on workplace, on workmates, etc.
 Tentative departures and their impact (same as the bullet above)
 Available replacements within the current headcount.
 Proactive actions: all of them should be aligned with people expectations,
business needs and the current frame of the organization.
Be aware that if workplace and/or satisfaction surveys are or were used, feedback
should be shared. If not instead of being helpful tools, they could become destructive.
Moveon
- 3 -
You have got lot of data, so you might be happy. Furthermore there is more to work
on, the action plan.
Recommendations:
 Budget (it would be asked).
 Goals and expected impact (why, what, how).
 Measurements (they will help to track, align and customize. To be assertive)
 Sponsors, ambassadors and partners (keeping an eye on the “stoppers” could be
helpful, too)
Wrapping up:
 “If you want, you can be better”
 “If something is good and simple, is two times good”
 “Miscommunication usually is filled in with rumors and suppositions”
 “Active listening without action will become in passive listening”
This information is totally based on my experience.
I hope it will be useful for you too.
If you have any doubt, please email me contacto@quartadimension.com.ar
síntesis Calculate Identify Collect Classify Analyze Move on
Analyze
Quarta Dimension ® Gestionando Talento – All rights reserved
6 TIPS
by Alejandra Clavel
managing turn over
QUICK GUIDE
TALENT MANAGEMENT