This document discusses employee turnover and the costs associated with it. It defines employee turnover as measuring how often employees leave an organization. High employee turnover can be costly for employers due to lost productivity during job vacancies, costs of recruiting and training replacements, and loss of experienced workers. The document outlines specific costs of employee turnover like lost productivity, training costs for new hires, and lost knowledge from departing employees. It also examines reasons for employee turnover like salary dissatisfaction, lack of career growth opportunities, stress from overwork, and conflicts with managers or coworkers. The presentation provides tips for reducing turnover like improving employee relationships, addressing career development, and creating a supportive work environment.

1. PRESENTATIONPRESENTATION
ON EMPLOYEEON EMPLOYEE
BY : CHANDAN JHA
ON EMPLOYEEON EMPLOYEE
TURN OVERTURN OVER

2. DEFINITIONDEFINITION
BY : CHANDAN JHA
Measuring employee turnover can be helpfulMeasuring employee turnover can be helpful
to employers that want to examine reasonsto employers that want to examine reasons
for turnover or estimate the cost to hire forfor turnover or estimate the cost to hire for
budget purposes.budget purposes.

3. Definition
To know the cost of employee turn
over.
BY : CHANDAN JHA
over.
To know the reasons of employee
leaving.
To know that, how can I tell if my best
employees are getting ready to leave?

4. In this section ,we will
understand the impect of
BY : CHANDAN JHA
cost to the employer when
employee leaves.

5. more salarymore salary
But, “Salary” may be on of the reasonBut, “Salary” may be on of the reason
but not the most important reason forbut not the most important reason for
employee to quit a job.employee to quit a job.
BY : CHANDAN JHA
employee to quit a job.employee to quit a job.
As a manager of course you probablyAs a manager of course you probably
are wondering why even well paidare wondering why even well paid
employees leave the company.employees leave the company.

6. The loss of experienced employees can alsoThe loss of experienced employees can also
lead to thelead to the “brain drain”“brain drain” which can make yourwhich can make your
company less competitive.company less competitive.
BY : CHANDAN JHA

7. It should be noted that the cost
of time and lost productivity
are no less important or real than the
BY : CHANDAN JHA
are no less important or real than the
costs associated with paying cash to
vendors for services such as providing
employees. These are all very real costs
to the employer.

8. Calculate the cost of lost productivity .Calculate the cost of lost productivity .
Calculate the cost of conducting anCalculate the cost of conducting an
interview to include the time of the personinterview to include the time of the person
HERE ARE LIST,COST DUE TO
EMPLOYEE LEAVING.EMPLOYEE LEAVING.
interview to include the time of the personinterview to include the time of the person
conducting the interview.conducting the interview.
Calculate the cost of training your company hasCalculate the cost of training your company has
invested in this employee who is leaving.invested in this employee who is leaving.
BY : CHANDAN JHA

9. Calculate the cost of the person(s) who fills inCalculate the cost of the person(s) who fills in
while the position is vacant.while the position is vacant.
Calculate the cost of lost productivity .Calculate the cost of lost productivity .
Calculate the cost of conducting anCalculate the cost of conducting an
HERE ARE LIST,COST DUE TO
EMPLOYEE LEAVING.EMPLOYEE LEAVING.
Calculate the cost of conducting anCalculate the cost of conducting an
interview to include the time of the personinterview to include the time of the person
conducting the interview.conducting the interview.
Calculate the cost of training your company hasCalculate the cost of training your company has
invested in this employee who is leaving.invested in this employee who is leaving.
BY : CHANDAN JHA

10. CONTINUE……CONTINUE……
Calculate the impact on departmentalCalculate the impact on departmental
productivity because the person is leaving.productivity because the person is leaving.
Calculate the cost of lost knowledge, skills andCalculate the cost of lost knowledge, skills and
contacts that the person who is leaving.contacts that the person who is leaving.
Calculate the cost of loosing customers .Calculate the cost of loosing customers .
Calculate the Lost Productivity Costs.Calculate the Lost Productivity Costs.
Calculate the Lost Sales Costs.Calculate the Lost Sales Costs.
BY : CHANDAN JHA

11. In this section weIn this section we will try towill try to
understand the variousunderstand the various
practical causes of employeepractical causes of employee
turnover ,turnover , and we canand we can
BY : CHANDAN JHA
turnover ,turnover , and we canand we can
manage them.manage them.

12. It seems like as soon as you train a new hire,It seems like as soon as you train a new hire,
he’s out the door in favour ofhe’s out the door in favour of greenergreener
pasturespastures..
That means not all but 25% of yourThat means not all but 25% of your
BY : CHANDAN JHA
What can you do to minimise the risk?What can you do to minimise the risk? Read on.Read on.
That means not all but 25% of yourThat means not all but 25% of your
staff is considering leaving youstaff is considering leaving you

13. ANDAND
Actually “The employees does not
leave the organization, but they
leave the manager’’.
BY : CHANDAN JHA
ANDAND
Here are some facts which helps youHere are some facts which helps you
to retain him in your organization.to retain him in your organization.

14. Make a good relation with your subordinates.Make a good relation with your subordinates.
Actually employees don’t need to be friends withActually employees don’t need to be friends with
their boss ,but they need to have a pleasanttheir boss ,but they need to have a pleasant
YOU
relationship with boss. The boss is very much ofrelationship with boss. The boss is very much of
an integral part of their daily lives at work for anan integral part of their daily lives at work for an
uncomfortable relationship.uncomfortable relationship.
“Treat Each Person with Dignity and Respect”.“Treat Each Person with Dignity and Respect”.
BY : CHANDAN JHA

15. Care that they showed up for work.Care that they showed up for work.
Care that they are putting in an effort.Care that they are putting in an effort.
Care that they are part of your teamCare that they are part of your team..
All employees need your attention.All employees need your attention.
That’s how you care for them.That’s how you care for them.
Care that they are part of your teamCare that they are part of your team..
BY : CHANDAN JHA

16. Don’t let poor relationships amongst coDon’t let poor relationships amongst co--
workers , be a reason why employees quit.workers , be a reason why employees quit.
Employee’s work environment plays a vastEmployee’s work environment plays a vast
role to retain the employees.role to retain the employees.
BY : CHANDAN JHA
role to retain the employees.role to retain the employees.
An employee is happy on their job is having aAn employee is happy on their job is having a
best friend at work. Good relationships withbest friend at work. Good relationships with
coworkers, retain employees longer in thecoworkers, retain employees longer in the
organization.organization.

17. CONFLICT
Behavioural or personality conflicts
with between co-workers or
supervisors are also common
factors in leaving a job.
BY : CHANDAN JHA
Conflict with projects can be
healthy, Conflict between people styles
can be deadly. Too often, people try to get their
point across without understanding the other
person’s point of view. Thus, conflict arises on a
regular basis. This can be minimised with training
on how to adapt to different behaviour styles.

18. A performing employeeA performing employee may be a strongmay be a strong
candidate for promotion. If because of somecandidate for promotion. If because of some
reason he is passed over for it, he is set upreason he is passed over for it, he is set up
for resignation. And his boss can managefor resignation. And his boss can manage
PASSED OVER FOR PROMOTIONPASSED OVER FOR PROMOTION
for resignation. And his boss can managefor resignation. And his boss can manage
the situation by offering higher position tothe situation by offering higher position to
meet his moral.meet his moral.
Make sure that you’re talking with them and thatMake sure that you’re talking with them and that
you know their hopes and dreams.you know their hopes and dreams.
BY : CHANDAN JHA

19. STRESSED FROM OVERWORKSTRESSED FROM OVERWORK
Experience saysExperience says-- employeesemployees
face challenges in theface challenges in the
organization and outsideorganization and outsideorganization and outsideorganization and outside
work. Meet with them to find out about thework. Meet with them to find out about the
personal issues. Provide more flexiblepersonal issues. Provide more flexible
schedule to those who need it and moreschedule to those who need it and more
staffing support, if possible, to those whostaffing support, if possible, to those who
are overworked.are overworked.
BY : CHANDAN JHA

20. UNFRIENDLY WORKPLACEUNFRIENDLY WORKPLACE
The boss has to watch the employee not toThe boss has to watch the employee not to
become part of office politics. If notbecome part of office politics. If not
stopped , this unfettered politics may harmstopped , this unfettered politics may harm
the morale of the performing employee.the morale of the performing employee.
BY : CHANDAN JHA

21. Expert saysExpert says--actually some times it has beenactually some times it has been
seen in the organization that the hardseen in the organization that the hard
working and smarter employee does not getworking and smarter employee does not get
good position, increment, perks etc. Rathergood position, increment, perks etc. Rather
BY : CHANDAN JHA
good position, increment, perks etc. Rathergood position, increment, perks etc. Rather
than the other gets good response due tothan the other gets good response due to
some reasons. Resulting it creates a gapsome reasons. Resulting it creates a gap
among them and they decide to change theamong them and they decide to change the
organization and saysorganization and says--“if one can’t change“if one can’t change
the situation better change one self’’.the situation better change one self’’.

22. You can't control much
enough. When
employees
leave to be closer
BY : CHANDAN JHA
leave to be closer
to their family
or to follow a
spouse relocating
for a job.

23. TOPTOP CLUES TO KNOW YOURCLUES TO KNOW YOUR
BEST EMPLOYEES ARE LEAVING.BEST EMPLOYEES ARE LEAVING.
TheyThey start dressing betterstart dressing better
They take lunches at different timesThey take lunches at different times
Their production drops offTheir production drops off
BY : CHANDAN JHA
Their production drops offTheir production drops off
They seem "quiet" or "downThey seem "quiet" or "down““
They request vacation one day at aThey request vacation one day at a
timetime

24. CONTINUECONTINUE..............
TheyThey are "sick" more oftenare "sick" more often
They stop championing their positionsThey stop championing their positions
They stop volunteeringThey stop volunteering
BY : CHANDAN JHA
They get more incoming phone calls thanThey get more incoming phone calls than
usualusual
They ask you for a referenceThey ask you for a reference

25. PRESENTED BY:PRESENTED BY:
CHANDAN JHA ,CHANDAN JHA ,chandanjha16@yahoo.co.inchandanjha16@yahoo.co.in