An interesting survey on turnover and retention in 2015 in Australia by the AUSTRALIAN HUMAN RESOURCES INSTITUTE.
The survey that resulted in these findings was conducted online in April and May of 2015. It was communicated by email to a sample of the member database of the AHRI. A total of 603 respondents returned answers to the survey.
Shrm survey findings using competencies to achieve business unit success finalshrm
SHRM surveyed executives of business units other than HR (e.g., CEO, CFO, Vice President) to learn more about their views of what it takes for leaders to be successful across HR departments and different functional areas such as finance and accounting, sales and marketing, and IT. Specifically, this report focuses on the competencies needed now and in the future, including Business Acumen, Communication, Consultation, Critical Evaluation, Ethical Practice, Global and Cultural Effectiveness, Human Resource Expertise, Leadership and Navigation, and Relationship Management. The report also looks at which competencies are lacking in the labor pools of candidates for HR and other business units, and how to address those competency gaps.
Shrm survey findings using competencies to achieve business unit success finalshrm
SHRM surveyed executives of business units other than HR (e.g., CEO, CFO, Vice President) to learn more about their views of what it takes for leaders to be successful across HR departments and different functional areas such as finance and accounting, sales and marketing, and IT. Specifically, this report focuses on the competencies needed now and in the future, including Business Acumen, Communication, Consultation, Critical Evaluation, Ethical Practice, Global and Cultural Effectiveness, Human Resource Expertise, Leadership and Navigation, and Relationship Management. The report also looks at which competencies are lacking in the labor pools of candidates for HR and other business units, and how to address those competency gaps.
Human Capital Management's Employee Disconnect. A Global SnapshotADP Marketing
Gain insight into the wide disparity in perceptions among employees, HR leaders and senior management on vital HCM issues and how it may impact employers’ ability to deliver on corporate strategies.
Women in the Workplace is a comprehensive study of the state of women in corporate America published by LeanIn.Org and McKinsey & Company. Learn more at womeninthworkplace.com
Engaging Your High Potentials: Retain Your Key Talent through Career DevelopmentThe HR Observer
• Revamping your succession planning and career development programmes to engage your HiPos
• Getting HiPo motivation right - which opportunities really engage high potentials and which act to demotivate?
• Taking the generational factor into account: strategies for assessing and engaging with your Gen Y and Millennial HiPos
David Jones, Managing Director, The Talent Enterprise
Radhika Punshi, Consulting Director, The Talent Enterprise
SHRM/Ascendo Resources: The Importance of Social Media for Recruiters and Job...shrm
This research, conducted in collaboration with Ascendo Resources, looks at the importance of having a social media presence for job seekers, as well as social media strategies HR professionals use for recruitment. Overall, 87% of HR professionals said it was either very or somewhat important for job seekers to have a social media presence on LinkedIn, and 83% agreed it was important to be on a relevant professional or association social networking site. In the past year, nearly two-thirds of organizations (65%) had hired new employees who were sourced through social media sites.
Powering Your Bottom Line Through Employee EngagementKip Michael Kelly
The greatest concerns of most CEOs are operational excellence, innovation, risk, the regulatory environment, and competing globally. Underpinning those areas is their primary concern—human capital. The “people thread” is what prepares an organization to compete and win. The greatest asset that organizations have is the power of their employees. Employee engagement—the emotional commitment of employees—is a tremendous competitive advantage that impacts the bottom line when strategically managed.
The majority of organizations have an opportunity to further leverage employee engagement as a business driver. A recent Gallup poll found that more than 70 percent of American workers are either actively or passively disengaged from their work. HR, talent management professionals, and business leaders need to assess (or re-assess) how widespread and entrenched employee disengagement is in their organizations and partner together to improve it.
This white paper:
- Discusses the costs of employee disengagement in organizations.
- Links employee engagement to an organization’s bottom line and offers reasons why employee engagement should be a strategic business priority.
- Offers steps that HR and talent managers can take to improve employee engagement throughout their organizations.
- Provides examples of what organizations are doing to boost employee engagement.
Based on the 2011 Nonprofit Employment Trends Survey, the sector finds its entry to mid-level positions from inside the organization but often goes outside the organization for senior and executive level positions. Is this the best approach and what does survey data reveal about sector talent management programs?
If you believe that your employees are your biggest resource, then you know the damage high employee turnover does to your business. The time and money you’ve invested in finding, hiring, and training employees walks right out your door when an employee quits.
How to battle employee turnover?
It starts with an understanding of why employees leave. Until you know their reasons, there is little you can do to stop the leak.
7 Companies Give Their #1 Tip For Reducing Employee TurnoverUrbanBound
Employee turnover is something a lot of companies struggle to combat. However, when managed properly, your employee population can work to support you, instead of fighting against you. We're going to show you how.
Learn more by downloading our eBook, diving into even more tips and explaining strategic ways to achieve success at your company: http://resources.urbanbound.com/companies-give-tips-to-combat-turnover
Human Capital Management's Employee Disconnect. A Global SnapshotADP Marketing
Gain insight into the wide disparity in perceptions among employees, HR leaders and senior management on vital HCM issues and how it may impact employers’ ability to deliver on corporate strategies.
Women in the Workplace is a comprehensive study of the state of women in corporate America published by LeanIn.Org and McKinsey & Company. Learn more at womeninthworkplace.com
Engaging Your High Potentials: Retain Your Key Talent through Career DevelopmentThe HR Observer
• Revamping your succession planning and career development programmes to engage your HiPos
• Getting HiPo motivation right - which opportunities really engage high potentials and which act to demotivate?
• Taking the generational factor into account: strategies for assessing and engaging with your Gen Y and Millennial HiPos
David Jones, Managing Director, The Talent Enterprise
Radhika Punshi, Consulting Director, The Talent Enterprise
SHRM/Ascendo Resources: The Importance of Social Media for Recruiters and Job...shrm
This research, conducted in collaboration with Ascendo Resources, looks at the importance of having a social media presence for job seekers, as well as social media strategies HR professionals use for recruitment. Overall, 87% of HR professionals said it was either very or somewhat important for job seekers to have a social media presence on LinkedIn, and 83% agreed it was important to be on a relevant professional or association social networking site. In the past year, nearly two-thirds of organizations (65%) had hired new employees who were sourced through social media sites.
Powering Your Bottom Line Through Employee EngagementKip Michael Kelly
The greatest concerns of most CEOs are operational excellence, innovation, risk, the regulatory environment, and competing globally. Underpinning those areas is their primary concern—human capital. The “people thread” is what prepares an organization to compete and win. The greatest asset that organizations have is the power of their employees. Employee engagement—the emotional commitment of employees—is a tremendous competitive advantage that impacts the bottom line when strategically managed.
The majority of organizations have an opportunity to further leverage employee engagement as a business driver. A recent Gallup poll found that more than 70 percent of American workers are either actively or passively disengaged from their work. HR, talent management professionals, and business leaders need to assess (or re-assess) how widespread and entrenched employee disengagement is in their organizations and partner together to improve it.
This white paper:
- Discusses the costs of employee disengagement in organizations.
- Links employee engagement to an organization’s bottom line and offers reasons why employee engagement should be a strategic business priority.
- Offers steps that HR and talent managers can take to improve employee engagement throughout their organizations.
- Provides examples of what organizations are doing to boost employee engagement.
Based on the 2011 Nonprofit Employment Trends Survey, the sector finds its entry to mid-level positions from inside the organization but often goes outside the organization for senior and executive level positions. Is this the best approach and what does survey data reveal about sector talent management programs?
If you believe that your employees are your biggest resource, then you know the damage high employee turnover does to your business. The time and money you’ve invested in finding, hiring, and training employees walks right out your door when an employee quits.
How to battle employee turnover?
It starts with an understanding of why employees leave. Until you know their reasons, there is little you can do to stop the leak.
7 Companies Give Their #1 Tip For Reducing Employee TurnoverUrbanBound
Employee turnover is something a lot of companies struggle to combat. However, when managed properly, your employee population can work to support you, instead of fighting against you. We're going to show you how.
Learn more by downloading our eBook, diving into even more tips and explaining strategic ways to achieve success at your company: http://resources.urbanbound.com/companies-give-tips-to-combat-turnover
Case Study: Professional Development at the AHRI - Lyn GoodearWileyProLearn
Presented by Lyn Goodear, as part of the Wiley Professional Learning seminar, 'Across the Professions'. For info visit http://wileyprolearning.wordpress.com or follow us @WileyProLearn
Conversations are the lifeblood of organisations. If fact: organisations are conversations. This slide presentation is essentially about having better conversations.
How To Help Leaders Effectively Manage Today’s Human CapitalClearCompany
What are today’s key human capital management challenges and how will they be addressed in the future? To answer these questions, ClearCompany partnered with HR.com to conduct a survey of nearly 400 Human Resource Professionals.
One of the areas explored was leadership. We wanted to know if responding HR experts believed that leaders are effectively managing human capital in their companies. And, we asked if they saw a connection between leadership and other critical areas such as engagement and employee performance.
Another important area of the investigation was employee productivity. Not only did our research investigate whether productivity is rising or falling in today’s workplace but, we also explored how long it takes for a new hire to reach full productivity.
The research also covered the issue of employee retention. We were looking to discover if there were any indications that present themselves when an employee is disengaged and looking to leave. Based on responses, we created a list of the top ten signs that workers could be looking to leave.
If employees do leave, what is the best way of attracting and locating new talent? This has become an issue of growing importance as unemployment rates have declined and labor markets have tightened. We explored whether companies tend to look internally or externally for top talent.
Finally, the survey asked HR professionals to look to the future. We wanted to know if they thought it’s possible to accurately forecast workforce needs. And if we can model the workforce in ways that optimize costs, productivity and profits. After all, these issues are crucial to the long-term survival of most organizations.
Here’s a quick look at some of the key findings:
The Future: Most respondents not only believe it’s possible to accurately forecast workforce needs, they think it’s possible to model the workforce in a way that optimizes costs, productivity and profits.
Leadership: Only 37% of participants say that their leaders effectively manage human capital, and only about a third report that leadership actions are correlated to engagement, retention and performance.
Recruitment: Referrals are the most widely cited source for finding top talent as well as employees who are a good cultural fit.
Talent: Respondents are split as to whether the best talent comes from internal or external sources.
Productivity: Just 44% say productivity is on the rise.
For over a decade the Chartered Institute of Public Relations
(CIPR) has conducted industry-wide research exploring issues
and challenges facing the public relations profession.
We use this data to report on trends and provide industry leading insights on topics including where practitioners work, what they do, how much they earn, and much more.
This year’s study provides a focus on how the industry is
adapting to life beyond the pandemic and what this has meant to those working in the profession.
Executive Summary
Employee engagement has become a top business priority for senior executives. In this rapid
cycle economy, business leaders know that having a high-performing workforce is essential
for growth and survival. They recognize that a highly engaged workforce can increase innovation,
productivity,
and bottom-line
performance
while reducing
costs related
to
hiring
and
retention
in highly competitive
talent
markets.
But while most executives see a clear need to improve employee engagement, many have
yet to develop tangible ways to measure and tackle this goal. However, a growing group of
best-in-class companies says they are gaining competitive advantage through establishing
metrics and practices to effectively quantify and improve the impact of their engagement
initiatives on overall business performance.
This talk explores the topic of engagement and its link to performance, and they key ingredients required to engage people and build a culture of high performance and high engagement
• The link between engagement and culture
• Dimensions of a high performance culture
• Engagement Meta-Studies – impact on people, performance and business metrics
• How engaged are we – the bad news and impact of the engagement deficit?
• Case studies linking engagement initiatives to performance
• Engagement and the individual
• Barriers to engagement
• 4 critical enablers to engagement
• What really motivates people?
• 3 E’s of leadership to build engaging high performance workplaces
SHRM’s 2014 Strategic Benefits Survey: Flexible Work Arrangementsshrm
SHRM’s 2014 Strategic Benefits Survey collected information on the use of FWAs, employee participation in FWA programs and whether organizations monitor employee use.
This research found that about one-half (52%) of respondents indicated their organization provided employees with the option to use FWAs; one-third of these organizations indicated the majority of employees were allowed to use the FWAs offered.
Part 2: Strategic Benefits--Flexible Work Arrangements (FWAs)shrm
SHRM’s 2014 Strategic Benefits Survey collected information on the use of FWAs, employee participation in FWA programs and whether organizations monitor employee use.
This research found that about one-half (52%) of respondents indicated their organization provided employees with the option to use FWAs; one-third of these organizations indicated the majority of employees were allowed to use the FWAs offered.
As Europe's leading economic powerhouse and the fourth-largest hashtag#economy globally, Germany stands at the forefront of innovation and industrial might. Renowned for its precision engineering and high-tech sectors, Germany's economic structure is heavily supported by a robust service industry, accounting for approximately 68% of its GDP. This economic clout and strategic geopolitical stance position Germany as a focal point in the global cyber threat landscape.
In the face of escalating global tensions, particularly those emanating from geopolitical disputes with nations like hashtag#Russia and hashtag#China, hashtag#Germany has witnessed a significant uptick in targeted cyber operations. Our analysis indicates a marked increase in hashtag#cyberattack sophistication aimed at critical infrastructure and key industrial sectors. These attacks range from ransomware campaigns to hashtag#AdvancedPersistentThreats (hashtag#APTs), threatening national security and business integrity.
🔑 Key findings include:
🔍 Increased frequency and complexity of cyber threats.
🔍 Escalation of state-sponsored and criminally motivated cyber operations.
🔍 Active dark web exchanges of malicious tools and tactics.
Our comprehensive report delves into these challenges, using a blend of open-source and proprietary data collection techniques. By monitoring activity on critical networks and analyzing attack patterns, our team provides a detailed overview of the threats facing German entities.
This report aims to equip stakeholders across public and private sectors with the knowledge to enhance their defensive strategies, reduce exposure to cyber risks, and reinforce Germany's resilience against cyber threats.
Chatty Kathy - UNC Bootcamp Final Project Presentation - Final Version - 5.23...John Andrews
SlideShare Description for "Chatty Kathy - UNC Bootcamp Final Project Presentation"
Title: Chatty Kathy: Enhancing Physical Activity Among Older Adults
Description:
Discover how Chatty Kathy, an innovative project developed at the UNC Bootcamp, aims to tackle the challenge of low physical activity among older adults. Our AI-driven solution uses peer interaction to boost and sustain exercise levels, significantly improving health outcomes. This presentation covers our problem statement, the rationale behind Chatty Kathy, synthetic data and persona creation, model performance metrics, a visual demonstration of the project, and potential future developments. Join us for an insightful Q&A session to explore the potential of this groundbreaking project.
Project Team: Jay Requarth, Jana Avery, John Andrews, Dr. Dick Davis II, Nee Buntoum, Nam Yeongjin & Mat Nicholas
Explore our comprehensive data analysis project presentation on predicting product ad campaign performance. Learn how data-driven insights can optimize your marketing strategies and enhance campaign effectiveness. Perfect for professionals and students looking to understand the power of data analysis in advertising. for more details visit: https://bostoninstituteofanalytics.org/data-science-and-artificial-intelligence/
Levelwise PageRank with Loop-Based Dead End Handling Strategy : SHORT REPORT ...Subhajit Sahu
Abstract — Levelwise PageRank is an alternative method of PageRank computation which decomposes the input graph into a directed acyclic block-graph of strongly connected components, and processes them in topological order, one level at a time. This enables calculation for ranks in a distributed fashion without per-iteration communication, unlike the standard method where all vertices are processed in each iteration. It however comes with a precondition of the absence of dead ends in the input graph. Here, the native non-distributed performance of Levelwise PageRank was compared against Monolithic PageRank on a CPU as well as a GPU. To ensure a fair comparison, Monolithic PageRank was also performed on a graph where vertices were split by components. Results indicate that Levelwise PageRank is about as fast as Monolithic PageRank on the CPU, but quite a bit slower on the GPU. Slowdown on the GPU is likely caused by a large submission of small workloads, and expected to be non-issue when the computation is performed on massive graphs.
2. TURNOVER AND RETENTION 2
The findings of this survey reveal an average turnover
figure of 16 per cent, a 3 per cent increase on the average
reported in AHRI’s previous 2012 survey on turnover and
retention. In some ways this finding is not a surprise.
With the sharp rise in recent years of social media and
professional networking websites such as LinkedIn,
workers have ready access to information about new
job opportunities, and that ease of access encourages
greater movement in the labour market. The upshot is
that it increases the pressure on employers to compete
for talent, as both existing and potential employees now
possess greater capability to compare opportunities in
the job market and look for better offers.
The attraction of new and potentially exciting career
opportunities combined with a lack of career progression
opportunities in the present role, and better pay offers
elsewhere were identified by respondents as the three
most common reasons why employees choose to
leave an employer. For many organisations, investing
in retention initiatives such as talent management or
competitive pay may not be a financially viable option,
and so the response to higher turnover levels is limited
to that extent. That perhaps accounts for one of the
reasons why fewer than half of the survey respondents
believe that data gathered on why people leave ends
up informing future retention strategies. That said,
with seven out of ten respondents reporting that their
workplace does not actually measure the cost of turnover,
there is precious little certainty in those organisations
about the lost opportunities that can be put down to the
neglect of retention initiatives, especially when further
investment in the area could actually prove to be the
more cost effective approach.
On the whole, the findings indicate that while a low
turnover rate is highly valued by respondents, tackling
turnover and retention issues is still very much a work
in progress for many Australian organisations. The
causes and most effective responses to turnover and
retention issues will naturally vary from organisation
to organisation. Accordingly it is in their interest for
workplaces to conduct their own investigations, and
to make use of the information collected to determine
solutions that work best for them.
I commend the findings of the report to you.
Peter Wilson AM
Chairman
Australian Human Resources Institute
4. TURNOVER AND RETENTION 4
SURVEY OVERVIEW
The survey that resulted in these
findings was conducted online
in April and May of 2015. It was
communicated by email to a sample
of the member database of the
Australian Human Resources Institute.
A total of 603 respondents returned
answers to the survey.
Responses were treated anonymously.
5. TURNOVER AND RETENTION 5
KEY FINDINGS AT A GLANCE
• Based on the responses to this survey, the average
staff turnover for the last 12 months is 16 per cent.
This is a 3 per cent increase on the 13 per cent
average reported in our 2012 survey, but 2.5 per cent
lower than the average of 18.5 per cent surveyed
prior to the 2008 global financial crisis.
• Almost half (47 per cent) of respondents believe
turnover in their workplace is too high, while only
11.5 per cent believe it is too low.
• Considerably more than half (58.5 per cent believe
turnover has had a negative impact on workplace
performance. More than two-thirds (69 per cent)
believe an average turnover of 10 per cent or less
is ideal.
• More than half (57 per cent) believe the retention
strategies in their workplace are effective.
• As a way of encouraging retention, 61 per cent of
respondent s report that their organisations offer
training and development opportunities), 51 per cent
offer flexible work opportunities, and half (50 per
cent) have put performance appraisal and feedback
systems in place.
• Effective management and leadership, opportunities
for career progression and promotion, and a positive
workplace culture were most commonly identified by
respondents as effective ways to retain employees.
• Nearly seven out of ten respondents (69 per cent)
report that the cost of turnover is not measured in
their workplace.
• More than half of respondents (54 per cent)
report that graduates and junior level employees
experience the highest level of turnover while fewer
than 5 per cent report that senior managers and
executives account for the highest turnover.
8. TURNOVER AND RETENTION 8
DEMOGRAPHICS
FIGURE4:ORGANISATIONSECTOR
595RESPONSES
TABLE2:ORGANISATIONINDUSTRY
557RESPONSES
ANSWER COUNT PERCENT
Agriculture, Forestry and Fishing 6 1%
Mining 17 3%
Manufacturing 32 6%
Electricity, Gas, Water and Waste Services 11 2%
Construction 23 4%
Wholesale Trade 9 2%
Retail Trade 23 4%
Accommodation and Food Services 12 2%
Transport, Postal and Warehousing 21 4%
Information Media and Telecommunications 28 5%
Financial and Insurance Services 54 10%
Rental, Hiring and Real Estate Services 7 1%
Professional, Scientific and Technical Services 6 1%
Administrative and Support Services 6 1%
Public Administration and Safety 28 5%
Education and Training 41 7%
Health Care and social Assistance 77 14%
Arts and Recreation Services 8 1%
Other 92 17%
Public, 22.52%
Private, 56.64%
Not-for-profit, 20.84%
9. TURNOVER AND RETENTION 9
DEMOGRAPHICS
As shown in Figure 5, more than half of the respondent sample (54 per cent) work in businesses employing fewer
than 250 staff.
FIGURE5.ORGANISATIONSIZE
603RESPONSES FIGURE6:LENGTHOFTIMERESPONDENTHAS
WORKEDATCURRENTORGANISATION
603RESPONSES
Figure 6 shows that nearly two thirds of respondents
(65 per cent) have worked in their present organisation
for at least three years.
9.78%
23.22%
20.90%
11.77%
10.78%
8.62%
14.93%
0%
5%
10%
15%
20%
25%
1-15 16-100 101-250 251-500 501-1000 1001-2500 Greater than
2500
37.15%
28.36%
18.74%
15.75%
0%
5%
10%
15%
20%
25%
30%
35%
40%
0-2 years 3-5 years 6-10 years More than 10
years
10. TURNOVER AND RETENTION 10
DETAILED FINDINGS
TABLE3:WHATPERCENTAGEOFEMPLOYEE
TURNOVERHASYOURWORKPLACE
EXPERIENCEDINTHELAST12MONTHS?
TABLE4:INYOUROPINION,WHATWOULDBETHEIDEALLEVELOFTURNOVER
INYOURWORKPLACE?
Table 3 indicates that the average turnover reported
by respondents has increased by 3 per cent compared
with the 2012 AHRI survey results, but still remains 2.5
per cent lower than the average reported in the 2008
survey conducted prior to the global financial crisis.
More than two-thirds (68.7 per cent) of respondents ideally want an average turnover of 10
per cent or less. Just over a quarter (27 per cent) believe a slightly higher average turnover of
between 11-20 per cent, would be ideal.
2008 AVERAGE
TURNOVER
1007 respondents
2012 AVERAGE
TURNOVER
439 respondents
2015 AVERAGE
TURNOVER
530 respondents
18.5% 13% 16%
530 respondents
IDEAL LEVEL OF TURNOVER RESPONSE COUNT PERCENTAGE OF RESPONDENTS
1-10% 364 68.7%
11-20% 143 27.0%
21-30% 13 2.5%
31-40% 4 0.8%
41-50% 2 0.4%
51-60% 2 0.4%
61-70% 1 0.2%
71-80% 1 0.2%
81-90% 0 0%
91-100% 0 0%
11. TURNOVER AND RETENTION 11
DEMOGRAPHICS
FIGURES7AND8:WHATDORESPONDENTSTHINKABOUTTHECURRENTLEVELOFTURNOVERINTHEIRWORKPLACE
FIGURE7:2012(545RESPONDENTS) FIGURE8:2015(599RESPONDENTS)
Figures 7 and 8 show that respondents’ view on turnover is very similar in 2015 to what it was in 2012. Almost half of respondents still believe turnover is too high, increasing only
slightly from 46.1 per cent in 2012 to 47.25 per cent in 2015. Likewise, the proportion of respondents who believe turnover is ‘about right’ remains around four in 10, with just a small
increase from 39.1 per cent in 2012 to 41.24 per cent in 2015. The greatest movement can be seen in the percentage of respondents who believe turnover is too low, the number
declining from 14.8 per cent in 2012 to 11.52 per cent in 2015.
20.4%
25.70%
39.10%
10.60%
4.20%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Far too high Slightly too high About right Slightly too low Far too low
15.86%
31.39%
41.24%
8.68%
2.84%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Far too high Slightly too high About right Slightly too low Far too low
12. TURNOVER AND RETENTION 12
DETAILED FINDINGS
FIGURE9,10AND11:WHICHGROUPSHAVETHEHIGHESTPERCENTAGEOFTURNOVER?
Fewer than a third (31.67 per cent) of respondents
report that women experience a higher percentage of
turnover than men, while more than a quarter (26.33 per
cent) reporting that the turnover of men is higher. The
remaining 42 per cent report there is no difference in
turnover between men and women.
Over a third (38.4 per cent) of respondents report that
the 26-35 age group experiences the highest level of
turnover, while nearly one in five (18.53 per cent) report
36-49 year olds experience the highest turnover. Only
7.68 per cent of respondents report that the over-50 age
group experiences the highest turnover.
More than half of respondents (53.76 per cent) report that
entry/graduate/junior level roles experience the highest
percentage of turnover. One in five (20.7 per cent) report
that middle-managers experience the highest percentage
of turnover, while a minute 3.84 per cent report senior
managers or executive-level employees experience the
highest turnover. One in five (21.7 per cent) report no
difference in turnover according to employee position
within the organisation.
FIGURE9:GENDER
600RESPONSES
FIGURE10:AGE
599RESPONSES
FIGURE11:POSITION
599RESPONSES
26.33%
31.67%
42.00%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Men Women No difference
14.36%
38.40%
18.53%
7.69%
21.04%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
18-25 26-35 36-49 50+ No
difference
53.76%
20.70%
3.17%
0.67%
21.70%
0%
10%
20%
30%
40%
50%
60%
Entry/graduate/junior -
level
Middle-management Senior Management Executive level No difference
13. TURNOVER AND RETENTION 13
DETAILED FINDINGS
More than half of respondents (56.98 per cent) report one of the main reasons why employees choose to leave their
workplace is because of a new career opportunity. Just under half (48.34 per cent) believe a lack of career opportunities
in their present position is a common reason for moving, while a third (34.72 per cent) report that better pay elsewhere
is a frequent cause of departure.
TABLE5:WHATARETHEMAINREASONSWHYEMPLOYEESCHOOSETOLEAVE?
602RESPONSES
ANSWERS COUNT PERCENTAGE
New career opportunity 343 56.98%
Lack of career progression/opportunities 291 48.34%
Better pay elsewhere 209 34.72%
Poor relationship with supervisor/manager 163 27.08%
Personal circumstances e.g. health 143 23.75%
Relocation of employee 95 15.78%
Poor work/life balance 64 10.63%
Lack of training and development opportunities 44 10.47%
Lack of employee voice in the organisation 44 7.31%
Poor relationship with co-workers 30 4.98%
Inconvenient work location 27 4.49%
Physical work environment 20 3.32%
Weak employer brand 16 2.66%
Other 81 13.46%
14. TURNOVER AND RETENTION 14
DETAILED FINDINGS
Almost half (44.09 per cent) of respondents report that a main reason why employees stay in their workplace is because
of good relationships with colleagues. Just over a third (35.11% per cent) believe job satisfaction is one of the main
reasons employees remain, and just under a third (32.78 per cent) believe the offer of a good work/life balance causes
people to stay.
TABLE6:WHATARETHEMAINREASONSWHYEMPLOYEESCHOOSETOSTAY?
601RESPONSES
ANSWERS COUNT PERCENTAGE
Good relationship with colleagues 265 44.09%
Job satisfaction 211 35.11%
Good work/life balance 197 32.78%
Flexible work options 165 27.45%
Competitive pay and benefits 152 25.29%
Convenient work location 139 23.13%
Good relationship with supervisor/line manager 113 18.80%
Lack of job opportunities elsewhere 112 18.64%
Strong employer brand 108 17.97%
Opportunities for career progression 87 14.48%
Training and development opportunities 70 11.65%
Physical work environment 23 3.83%
Extent of employee voice in the organisation 16 2.66%
Personal circumstance e.g. health 13 2.16%
Other 27 4.49%
15. TURNOVER AND RETENTION 15
DETAILED FINDINGS
FIGURE12:WHATIMPACTDOYOUBELIEVETURNOVERLEVELSHAVEHADONORGANISATIONALPERFORMANCE?
600RESPONSES
TABLE7:OFTHOSETHATHAVELEFTTHE
ORGANISATIONINTHELAST12MONTHS,WHAT
PROPORTIONWOULDYOUIDENTIFYAS‘KEYTALENT’?
601RESPONSES
Figure 12 reveals that considerably more than half (58.5 per cent) of respondents believe turnover levels have had a
negative impact on workplace performance. Fewer than a third (30 per cent) believe turnover has had neither a positive
nor a negative impact, while around one in 10 (11.5 per cent) believe turnover levels have made a positive impact.
Table 7 indicates that almost half (49.25 per cent) of the
respondent sample believe that of the employees who
have left in the previous 12 months, fewer than one in
ten were key talent. Around one in five (17.14 per cent)
believe that departures in the region of 10-20 per cent
could be identified as losses of key talent.
13.33%
45.17%
30.00%
9.67%
1.83%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Very negative impact Slight negative impact Neither a positive nor negative
impact
Slight positive impact Very positive impact
ANSWER COUNT PERCENT
1-10% 296 49.25%
11.20% 103 17.14%
21-30% 41 6.82%
31-40% 39 6.49%
41-50% 16 2.66%
51-60% 18 3.00%
61-70% 16 2.66%
71-80% 11 1.83%
81-90% 6 1.00%
91-100% 6 1.00%
Don’t know 49 8.15%
16. TURNOVER AND RETENTION 16
DETAILED FINDINGS
Table 8 indicates that offering training and development
opportunities (61.13 per cent) and flexible work options
(51.16 per cent), encourage retention. Nearly half (49.67
per cent) believe the operation of performance appraisal
and feedback systems is a common retention strategy. At
least half of respondents reporting that their organisation
has these in place.
Fewer than one in five (16.78 per cent) report that their
organisation operates a mentoring program. Only one in
ten (11.46 per cent) report their organisation doesn’t have
any retention strategies in place.
TABLE8:WHATSTRATEGIES,IFANY,DOESYOURORGANISATIONCURRENTLYHAVEINPLACETOENCOURAGEEMPLOYEERETENTION?
602RESPONSES
ANSWERS COUNT PERCENTAGE
Training and development opportunities 368 61.13%
Flexible work options 308 51.16%
Performance appraisal and feedback system 299 49.67%
Recognition for employee contribution 246 40.86%
Employee opinion/climate survey 234 38.87%
Work/life balance initiatives 222 36.88%
Competitive salary 213 35.38%
Career prgression 210 34.88%
Competitive benefits 195 32.39%
Effective management/leadership 189 31.40%
Effective recruitment processes 186 30.90%
Mentoring program 101 16.78%
No strategies in place 69 11.46%
Other 15 2.49%
17. TURNOVER AND RETENTION 17
DETAILED FINDINGS
FIGURE13:ONTHEWHOLE,HOWEFFECTIVEDOYOUBELIEVEYOURWORKPLACE’SCURRENT
RETENTIONSTRATEGIESARE?
599RESPONSES
TABLE9:WHATMETHODSDOESYOURWORKPLACE
USETOGATHERDATAONWHYEMPLOYEESCHOOSE
TOSTAYINORLEAVETHEORGANISATION?
600RESPONSES
11.19%
46.08%
26.71%
10.18%
5.84%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Very effective Fairly effective Neither effective nor ineffective Fairly ineffective Very ineffective
More than half of respondents (57.27 per cent) believe the retention strategies in their workplace are effective or very
effective. Only 16.02 per cent believe their retention strategies are ineffective or very ineffective.
A substantial majority (81.17 per cent) of respondents
report that their organisation gathers data through exit
interviews on why people leave. Around half report that
information is gained through performance appraisals
(52 per cent), employee climate surveys (48.67 per cent),
and word of mouth and anecdotal methods (47.67 per
cent). Fewer than one in ten (7.17 per cent) gather no
data on employee departures.
ANSWER COUNT PERCENT
Exit interviews 487 81.17%
Performance appraisals 312 52.00%
Employee climate surveys 292 48.67%
Word of mouth/anecdotal 286 47.67%
Employee focus groups 67 11.17%
None 43 7.17%
Other 17 2.83%
18. TURNOVER AND RETENTION 18
DETAILED FINDINGS
FIGURE14:HOWEFFECTIVELYDOYOUTHINKYOURWORKPLACEUSESTHISDATATOINFORM
RETENTIONSTRATEGIES?
597RESPONSES
FIGURE15:DOESYOURWORKPLACEMEASURETHE
COSTOFTURNOVER?
600RESPONSES
Figure 14 reveals that only four in ten respondents (40.04 per cent) believe their workplace effectvely uses the
data gathered on why people leave to inform retention stategies. A third (32.17 per cent) believe exit data is
not used effectively in their workplace.
Nearly seven out of ten (69.17 per cent) respondents
report that the cost of turnover is not measured in their
workplace, while one in five (21.67 per cent) report it is
measured. Nearly one in ten (9.17 per cent) report they
don’t know whether or not turnover costs are measured.
5.7%
34.34%
27.81%
20.44%
11.73%
0%
5%
10%
15%
20%
25%
30%
35%
40%
Very effective Fairly effective Neither effective nor ineffective Fairly ineffective Very ineffective
21.67%
69.17%
9.17%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Yes No Don't know
19. TURNOVER AND RETENTION 19
DETAILED FINDINGS
TABLE10:WHICHOFTHEFOLLOWINGDOYOUBELIEVEARETHEMOSTEFFECTIVEWAYSFOR
ORGANISATIONSTORETAINWORKERS(UPTOTHREEANSWERS)?
600RESPONSES
Effective management and leadership (47 per cent),
offering opportunities for career progression and
promotion (44.83 per cent), and providing a positive
workplace culture (43.17 per cent) were most commonly
identified by respondents as the most effective ways to
retain employees.
Pay and benefits was selected by around a quarter (28.67
per cent) of respondents as an effective retention method.
Coaching and mentoring programs (6.33 per cent) ,
comprehensive induction programs (2.83 per cent), health
and wellbeing programs (2.83 per cent) and recognition
programs (4.5 per cent) were identified the least frequently
as the most effective ways to retain workers.
ANSWERS (MULTIPLE OPTIONS ALLOWED) COUNT PERCENTAGE
Effective management/leadership 282 47.00%
Opportunities for career progression and promotion 269 44.83%
Positive workplace culture 259 43.17%
Flexible work options 232 38.67%
Training and development opportunities 190 31.67%
Excellent pay and benefits 172 28.67%
Regular feedback on performance 105 17.50%
People management training for line managers 60 10.00%
Effective recruitment and selection process 57 9.50%
Excellent work environment and facilities 47 7.83%
Coaching and mentoring programs 38 6.33%
Recognition programs 27 4.50%
Health and wellbeing programs 17 2.83%
Comprehensive induction program 17 2.83%
Other 6 1.00%
20. AUSTRALIAN HUMAN RESOURCES INSTITUTE LIMITED
ABN 44 120 687 149
Level 13, 565 Bourke Street
Melbourne Victoria 3000
T (+613) 9918 9200
F (+613) 9918 9201
WWW.AHRI.COM.AU
Disclaimer: This publication represents a sample of the views and
perspectives of the AHRI member respondents who contributed to the
workplace survey on which it was based. Although AHRI has exercised
due care and skill in its preparation, it does not warrant its accuracy,
completeness, currency or suitability for any purpose.
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