By force, the turnover. How to reduce employee turnover in retail. Why vs are we working to reduce staff turnover

A high level of staff turnover almost always indicates serious shortcomings in the management of the company's personnel, this is a kind of indicator of trouble.

Svetlana Viktorovna Nizamutdinova- graduated from the Physics and then the Economics Faculty of the Perm State University with a degree in Management. Experience in the personnel market - more than seven years. Currently - director, founder of the recruiting agency.

Natural staff turnover (3-5% of the headcount), as a rule, contributes to a positive renewal of the team. Some of the employees retire, some quit for various reasons, new employees take their place - this happens continuously and does not require extraordinary measures from the management. If this process is activated, that is, it exceeds 3-5%, the costs of the enterprise increase. They consist of the following 1:

Loss of working time - the interval between the dismissal of an employee and the adoption of a new one;

Losses due to dismissal procedures - the time spent by an HR officer completing the dismissal;

Losses in legal costs caused by unlawful dismissal, subsequent reinstatement and payment of time for forced absence;

Losses associated with hiring workers at vacant place, - direct costs in the form of payment for services recruiting agencies;

The cost of onboarding a new employee;

Reducing the return on employees who decide to quit;

The costs of building a stable team, the development of corporate culture.

Why are employees leaving?

The main reason for layoffs is a person's dissatisfaction with his position; these are low wages, working conditions and organization, relations with the team and management, social problems, the inability to make a career (see figure). Most often, dismissal occurs due to the fact that the employee's expectations from the job, the company and development prospects do not coincide with reality. Many of these factors can be eliminated by organizational methods, improving the system of employee motivation and improving working conditions.

The specialists of recruiting agencies are unanimous that a decent salary does not motivate, but only keeps a person from looking for a new job. But dissatisfaction with salary greatly reduces motivation. In addition, about 50% of people change jobs, having lost interest in intangible motivation. Among top managers, this figure ranges from 15 to 40%.

Psychologists distinguish six main stages of loss of motivation 2 and determine typical signs for each of them.

Stage 1. Surprise. At this stage, the employee experiences bewilderment, alertness, and confusion. He asks the question: who is to blame for what is happening - himself, direct leadership or a management system? The external manifestations of the loss of motivation are still invisible, but there is one sign that the leader should pay attention to. If an employee stays at work for a long time, although the entire volume of cases has been completed, this may be a manifestation of his confusion.

Highly qualified specialists and experienced managers very often leave the company already at this stage.

Stage 3. Unconscious sabotage. An employee who has become firmly convinced that the cause of failure is in the leadership, there is an unconscious hope that the boss will soon make a mistake again. He expects that after the next serious mistake, the authorities will be interested in his opinion. This is expressed in intentionally or unintentionally concealing official information from the chief, in attempts to avoid meeting with him.

Stage 4. No hope. The employee loses hope for a change in the situation. He becomes disillusioned with both the management and his work in this company, and his efficiency decreases. Discontent takes on a well-formed verbal form. Business is inflicted tangible material harm - contracts are broken, sales are reduced. At this stage, almost all managers and specialists begin to actively look for another job.

Stage 5. Strike. This is the phase of alienation of the employee from the management and the company as a whole. An obvious conflict ensues. Symptoms of this condition are ignoring planned measures and tacit execution of any orders from above. The indifference on the face of an employee is an indicator that the person has reached the stage when it is no longer possible to restore trust in the management.

Stage 6. Voluntary hard labor. An employee who, for some reason, has not left the company, becomes apathetic and depressed. He hates work and looks lethargic, even drowsy. When this state becomes widespread, the team begins to talk about vacation, shopping, about extraneous things. Today, about 80% of Russian companies are trying to build regular management, already experiencing a management crisis. The personnel of these organizations, as a rule, are at the 3-4th stage of loss of motivation. It should be borne in mind that not every employee goes through all the stages of decreasing motivation, and not necessarily in this sequence.

Samara Institute of Management

080507 65 Organization Management

Thesis project

"The problem of staff turnover and ways to reduce it (on the example of shop 2422 FSUE GNP RCC" TsSKB-Progress ")"

supervisor

Art. teacher

ph.D., Kharitonova T.V.

Samara 2010

Introduction

1. Theoretical foundations of the problem of staff turnover and ways to reduce it

1.2 Factors causing staff turnover

1.3 Managing staff turnover and methods to reduce it

2. Analysis of staff turnover in shop 2422 FSUE GNP RCC "TsSKB-Progress"

2.1 Technical and economic characteristics of the enterprise

2.2 Analysis of the labor potential of shop 2422

2.3 Identification of reasons for staff turnover in shop 2422

3. Ways to reduce staff turnover in shop 2242

3.1 Program of measures to reduce staff turnover

3.2 Assessment of the economic efficiency of measures aimed at reducing the turnover in shop 2422

Conclusion

Bibliographic list

Applications

The relevance of research. It is difficult to argue with the fact that the organization's people are the main resource of the company. Most leaders today are convinced of the importance of questions personnel policybecause no matter how good the idea is, employees of the organization bring it to life. And only a well-chosen workforce, a team of like-minded people are capable of realizing the serious tasks facing the company.

One of the important and complex management problems is to ensure sustainability in the functioning of enterprises and organizations in the conditions economic crisis and thereby reducing the negative effects of the cyclic phenomenon. Today, the instability of economic development is directly manifested in the growth of staff turnover in organizations of all types and forms of ownership.

The turnover depends on many factors (the specifics of the business, the territorial location of the company, the stage of development of the company, qualifications, education and age of the employee), therefore each company determines its ideal level of personnel turnover.

In the Russian manufacturing sector, the optimal turnover rate is about 10%. In an actively growing business, especially at the stage of mass hiring, the turnover rate can be just over 20%. In the restaurant and insurance business 30% of annual employee turnover is not a concern, and for some retailers even 80% turnover is considered normal.

In large cities with a large labor market, the average rates for all sectors vary from 10% to 20%. And in a small provincial town, this figure may be as low as 5% just because there are much fewer opportunities to find another job in this area.

The percentage of the norm is also different for different levels of personnel: for the management level, turnover should not exceed 5%, for line personnel 10-30%, for unskilled personnel - 80%. It was noticed that the lower the qualifications, the greater the desire to change jobs.

And yet, the rate of staff turnover depends not so much on any standards as on hR strategy companies. Practice shows that the main reason for dismissal is employee dissatisfaction with their position.

For many companies, high employee turnover is one of the most pressing problems. Therefore, it is important to learn how to manage staff turnover: to identify its causes, keep statistics and take appropriate measures in time.

If a company has a high staff turnover, it is necessary to constantly look for replacements for departing employees, to adapt and train newcomers, to solve the problem of continuity and safety of commercial information. It is more difficult for companies with high employee turnover to form an image of an attractive employer and create a favorable climate in the team. Therefore, it is no coincidence that staff turnover is one of the main indicators characterizing the effectiveness of the management system. by human resourses in company.

However, despite the demands of practice, science has not yet developed an integral concept and technology for managing this process. In this regard, the question of finding ways of assessing and methods to reduce staff turnover remains relevant.

The relevance of the research topic of the diploma project "The problem of staff turnover and ways to reduce it" determined the purpose of the study:

Purpose of the research: to study the problem of staff turnover at the enterprise and find ways to reduce it.

Research objectives:

1. Explore modern approaches to assessing staff turnover.

2. To identify the factors causing staff turnover.

3. Explore methods to reduce employee turnover.

4. Analyze the staff turnover in shop 2422 of FSUE GNP RCC "TsSKB-Progress".

5. Identify the reasons for staff turnover.

6. Develop measures to reduce staff turnover.

7. To assess the economic efficiency of the implementation of measures to reduce staff turnover

Object of research: shop 2422 FSUE GNP RCC "TsSKB-Progress".

Research subject: staff turnover.

The structure of the diploma project: the graduation project consists of an introduction, three chapters, a conclusion, a bibliography and annexes.

1.1 Modern approaches to assessing staff turnover

Staff turnover is also one of the many challenges facing businesses today.

When analyzing labor turnover, it is generally accepted to start with the concept of "staff movement".

By the movement of personnel of an enterprise we mean the totality of all cases of employees entering the enterprise from outside and all cases of leaving the enterprise.

In previous years, this problem attracted the attention of economists in connection with the undoubted damage that fluidity causes to the national economy of the country.

Fluidity was usually understood as the phenomenon that appears to be the direct cause of the specified damage, namely the spontaneous, unorganized movement of labor.

Roger Bennett, professor of sociology at the University of London, offers the following definition:

“Labor turnover is the movement of workers to / from the company’s staff. Typically, staff turnover is monitored by registering those leaving and the assumption that a new employee will be hired to replace the resigned. ”

At present, personnel turnover in management theory is understood as the movement of the labor force caused by the employee's dissatisfaction with the workplace or the organization's dissatisfaction with a specific employee.

Fluidity and its influence on the activities of the organization L. Nikiforova proposes to consider in two aspects: quantitative and qualitative.

In the first case, it is necessary to distinguish between natural and increased levels of turnover: a natural level within 3-5% of the number of personnel and an increased one, which causes significant economic losses.

The natural level contributes to the renewal of production teams. This process takes place continuously and does not require any extraordinary measures from the outside. personnel services and guidance. Some employees retire, some quit for various reasons, new employees come to their place - every enterprise lives in this mode.

As a result, opportunities open up for personnel changes and career growth the remaining best employees, which is an additional incentive for them.

It's another matter when the turnover significantly exceeds 3-5%. In this case, the costs become significant and increase with the increase in staff outflow. Then the company suffers losses, which increase with the increase in the outflow of personnel.

First of all, these are lost profits and a drop in labor productivity. High turnover reduces the staffing of jobs with performers, distracts highly qualified specialists from work, who are forced to help newcomers, worsens the moral and psychological climate in the team, which prevents the creation of a team, and reduces the productivity of those who are about to leave.

The staff of the enterprise in terms of the number of employees, the level of qualifications is not a constant, it changes all the time: some workers are fired, others are hired. Various indicators are used to analyze (reflect) changes in the number and composition of personnel.

O.P. Korobeinikov, D.V. Khavin and V.V. Nozdrin propose to use such as: the indicator of the average number of employees, the rates of recruitment, retirement, stability and turnover of staff:

1. The indicator of the average number of employees (

) is determined by the formula:

(1)

where P 1, P 2, P 3… P 11, P 12 - the number of employees by months.

2. The coefficient of staff recruitment (K p) is determined by the ratio of the number of employees hired by the enterprise for a certain period of time to the average number of personnel for the same period:

K n \u003d 100 (2)

where P p is the number of hired workers, people; - average headcount personnel, people

3. The coefficient of retirement of personnel (K c) is determined by the ratio of the number of employees dismissed for all reasons for a given period of time to the average number of employees for the same period:

100 (3)

mirznanii.com

We identify the problem

Company turnover rates are measured using a standard formula. The number of employees who quit in a year is taken and multiplied by one hundred. The resulting figure is divided by the total (annual) number of employees. Moreover, the calculation takes into account the number of employees who quit, regardless of the reason (of their own free will, at the initiative of the manager).

According to statistics, high staff turnover is observed in departments where low-skilled personnel are employed. As a rule, employees of management departments are fired less often. Considering this fact, the measurement of turnover will be correctly divided by departments, divisions, areas of activity of employees.

In young companies, the turnover rate can be up to 20%, in the service sector, 30% is a normal indicator. For a developed, successful organization, the indicators of the norm are 3-7%, no more. If the numbers exceed these numbers, it is time to sound the alarm and take measures to reduce employee turnover.

Let's go down

Business unit leaders and HR managers are responsible for employee retention. The goal of management personnel is to develop ways and measures aimed at reducing the flow of layoffs. The main methods for reducing staff turnover include:

1. Correct selection of staff. When recruiting employees for an enterprise, quality staffthat corresponds to the general culture of the company, its rules, goals. On initial stage the personal qualities of the employee are revealed: his professionalism, activity, interest in work.
2. Implementation of employee professional development programs. Personnel need to be provided with timely professional development, acquisition of new knowledge to move up the career ladder.
3. Improving working conditions. Staff performance depends on correct organization workplace, stable increase in wages, incentives.
4. Career growth. Employees of the company will be interested in their work if they see growth prospects. If it is impossible to move vertically, in order to avoid "burnout" of an employee in one place, the management should take care of the horizontal rotation of employees.
5. Control of the intensity of the load. By correctly balancing the workload of employees, you can qualitatively reduce employee turnover in the company. Being overloaded with monotonous duties, hard and strenuous work is a serious reason for dismissal and looking for a place with acceptable working conditions.


6. Benefits and social packages. For each employee, not only the financial component of his work is important, but also additional benefits (health insurance, retirement programs, the provision of benefits for daily needs - travel, food).
7. Formation of a friendly climate in the team. An employee who feels moral satisfaction with work, support and participation of the team does not think about dismissal.
8. Motivation and value of each employee. The manager must regularly assess the involvement of staff, be able to establish contact with employees. Each employee must understand the importance of his work for the company, take a responsible approach to the assigned duties.

Reducing staff turnover directly depends on the heads of specific departments, where the number of quit employees exceeds the maximum indicators. It is worth revising the qualifications of a particular manager, his attitude towards personnel, and identifying problems. The adjustment of one leadership position can completely change the work of an entire department.

Conclusion

The head of the company determines the most effective ways to prevent employee turnover. It is often revealed that the financial side is not the main reason for the dismissal of employees. Talk to employees, find out the real reasons for their dissatisfaction with work. If you do not take timely measures and do not find out the reasons for turnover, a negative atmosphere forms in the company, contributing to the poor performance of the entire staff of the company.

And don't be afraid to fire bad employees who drag the entire department down. Incompetent, lack of initiative employees hinder the development of the company and generate a negative attitude towards their duties of other employees. Getting rid of such a “specialist” will take the department's work to a new level and reduce staff turnover in the long term.

zhazhda.biz

Characteristics of ways to reduce staff turnover

The ways	goal
1. Optimization of the composition of the workforce. 2. Creation of modern working conditions. 3. High wages for employees. 4. Rational style and methods of leadership. 5. Formation of a healthy moral and psychological climate. 6. Skillful management of conflicts and stress. 7. Attentive to the needs of employees. 8. Realization of potential abilities. 9. Reaction to analysis of staff turnover.	Compliance of the business and moral qualities of the candidates with the requirements of the workplace. High productivity, no accidents and injuries. Employee interest and social justice in the world of work. A combination of the exactingness of management and business ethics. Creation of an atmosphere of mutual demand and support. Prevention and legal resolution of conflict situations. Solving social and everyday problems in production. Possibility of training, professional development and personnel growth. Study and elimination of the reasons for increased staff turnover.	Organization of effective competitive or professional selection from a sufficient number of candidates. Implementation of innovative technologies, certification of workplaces, safety checks. Direct dependence of remuneration on labor results, distribution by the head bonus fund involving an asset. Releasing the team from odious personalities, building a team, relying on a healthy asset. Business relationships between managers and subordinates, with consumers and business partners. Identification and elimination of the cause of the conflict, search for a compromise between the parties, concession or suppression of discontent. Delivery to work, provision of food and uniforms, creation of conditions for treatment and rest. Objective assessment of the abilities and career aspirations in hiring, assistance in development and advancement in the organization. Special attention to problem departments, certain categories of workers, the younger generation.

A rational age and qualification composition of the labor collective with an even distribution of workers by age and qualifications is of no small importance. It is known that the most risky age for moving to another job is up to 25 years; low-skilled workers also change jobs more often.

After three years of work experience at the enterprise, there is a sharp decrease in turnover, which is explained by the factor of age, growth of qualifications, as well as the adaptation of the employee in his work collective. Therefore, a stable workforce predominantly has a higher qualification level.

studfiles.net

The high level of staff turnover is the reason for the economic losses of the organization. It also has a negative impact on the morale of the remaining employees, work motivation and dedication to the company. When employees are fired, the established ties in the team are destroyed, this can lead to the fact that the turnover will acquire an avalanche-like character. It also happens that whole departments leave the company. Thus, staff turnover reduces employee performance and negatively affects corporate culture.

At the moment, many Russian companies are faced with this problem. But despite its seriousness, many organizations lack "retention programs."

The article will discuss what are the reasons for staff turnover at the enterprise and is it possible to prevent the dismissal of employees?

How can you tell if your company has a high level of employee turnover?

You can measure the staff turnover rate using the following formula:

Staff turnover \u003d (number of laid off employees per year) × 100 h (average number of employees per year)

The number of dismissed employees per year also includes those employees who left of their own free will for any reason.

3-7% - staff turnover rate. However, it should be understood that this indicator may be higher, depending on the specifics of the organization's work. Thus, the turnover of low-skilled personnel is much higher than the turnover of employees of the administrative and management level. It is also worth considering the scope of the company. For example, in a restaurant or cafe, 30% is acceptable.

To be sure, compare your performance with that of your competitor, if your percentage is much higher, then it's time to take certain actions.

Reasons for staff turnover

Staff turnover does not arise from scratch. To prevent regular layoffs of employees, it is necessary to clearly understand what is the reason for leaving the company. The following are the main reasons for staff layoffs:

• poor-quality selection of personnel associated with the desire of recruiters to close the vacancy or with the fact that the applicant did not receive full information about the job;
• poor adaptation of a new employee, can lead to dismissal on probation;
• dissatisfaction with the leadership, management methods;
• bad psychological climate in the team;
• unfavorable working conditions: cramped and poorly lit rooms, poor-quality equipment or its absence, etc.;
• lack of career growth, professional development, training;
• layoffs of other employees;
• the prospect of getting a higher salary in another place of work;
• dissatisfaction with the profession.

Many of the above reasons can be eliminated, thereby minimizing the risks of dismissal of employees.

How to prevent employee turnover?

Knowing the reasons for the dismissal of employees, take action:

1) Carry out high-quality recruiting. Hire applicants who have the required competencies and meet corporate culture organization, its goals and mission. At the interview, provide the prospective employee with as much information as possible about the company, working conditions, and requirements for the employee.

2) Create a mentoring system for new hires. To do this, involve more experienced staff.

3) Develop programs for professional and career development of employees. For example, conduct staff training, professional development courses at the expense of the employer.

4) Introduce the practice of collective decision making, let workers know their voice matters.

5) Provide employees with as much work as they can get done. So they will feel that something depends on their activities. Plus, being constantly busy creates a sense of stability.

6) Create a compensation package for employees, including bonuses, bonuses, health insurance.

7) Don't force employees to work overtime or on weekends. Try to accommodate the team, for example, make the work schedule more flexible if necessary. Measure work not by the number of hours worked, but by the results achieved.

Responsibility for a high level of employee turnover lies with the head and HR department. You can start keeping track of all the real reasons for leaving. This will help you not only to reduce employee turnover, but also to see the company's weaknesses that affect work efficiency.

Vladimir Yakuba, director of Tom Hunt.

hr-portal.ru

Are you familiar with a situation when employees of a company change frequently? Probably familiar, moreover, “turnover” is the most unpleasant factor for the growth of production and further development of the company.

First, let's figure it out:
• what is staff turnover;
• what forms it takes;
• what it affects;
• what problems does it solve

Types of staff turnover

Employee turnover is the movement of workers into and out of a company. That is, how many people came to work for the company and how many left in a certain period of time, usually in a month. Today, a big problem for many organizations is the frequent movement of employees in the company, both physical and psychological.

With physical fluidity, everything is clear: a person got a job, thought about it and left, taking his documents. Psychological fluidity is not so simple, and it is perhaps the most terrible enemy for labor productivity, and therefore for the growth of enterprise profits.

Psychological fluidity is when employees are physically at the enterprise, but internally these people have been waging a latent, maybe not fully realized, war against the company's management for a long time.

How is an undeclared war fought?

Signs of psychological fluidity:
• employees are often in a smoking room or for a cup of coffee;
• half of their working hours are on social networks, on third-party resources, playing games;
• like to talk a lot with colleagues on everyday topics;
• often late, skips;
• often go to the "sick leave" (for viral diseases);
• they have a careless attitude to the workplace and equipment;
• have an internal assertion that they do not work for themselves, but "feed" some "uncle", hence the poor quality of the products, services provided and work in general;
• companies do not accept innovations, they are not satisfied with anything, they do not want to learn, relying on experience;
• they always consider the management to be guilty, the company managers are the enemy number 1.

When the management of an enterprise does not attach due importance to all the signs of physical and psychological fluidity, a terrible thing happens: capable employees, who are needed by the company like air, simply leave, and the "oppositionists" remain and drag the company to the bottom of bankruptcy.

High-quality accounting of working time is a decrease in staff turnover

It can be achieved with the help of employee time tracking, which will show how much they work for the development of the company, whether they are interested in career growth. This is directly related to the productivity of workers, because the quality of the performance of the assigned tasks affects the growth of production, the profit of the enterprise.

OfficeMETRICA working time tracking software:

• records all delays, start and end of work;
• what sites the employee was on, how much time he spent there;
• how many inactive, skipped during working hours;
• in what documents he worked and how long.

Which solves many important problems:

1. The very realization that there is a program in the office - it disciplines any person, as practice shows, already gives the result of a 10% increase in employee productivity.

2. When using the full version of the program, within a month you can achieve a 30% increase in labor productivity, as a result - an increase in production. For 1 year of using the OfficeMETRICA program, a small business saves up to 1 million rubles a year.

3. "OfficeMETRICA" helps to improve corporate security.

4. It only works on local networkdoes not intercept confidential data.

5. The program does not infringe on the rights of employees, does not violate the law.

6. Data for all employees, or for a specific employee of interest to you, are shown in the form of tables and clear graphs. They clearly show: who, how long and what he was doing.

The program will help the Manager make the right decision based on objective data: to restructure personnel, change the work schedule or change the staffing table.

"OfficeMETRIC" and the authority of the Leader

A fair decision by the management apparatus has always increased its authority in the eyes of its subordinates, which has a positive effect on the attitude of employees to their duties.

"OfficeMETRICA" - solution of all conflict situations and disputes on the organization of labor,. Graphs and tables will always show facts, on the basis of which the manager himself will give a fair assessment to each employee.

To make sure that OfficeMETRICA is working effectively, we suggest downloading a free version.

office-metrika.ru

In the business world, high employee turnover is a major problem. Economic studies show that in some industries, finding, training and hiring one employee costs up to one-fifth of their annual salary. If turnover is too high, the company faces serious costs that may not pay off. By improving working conditions, refining hiring strategies, and optimizing the organization for staff retention, you will keep turnover to a minimum.

Steps

Part 1

Improving working conditions

Pay more (or educate employees on how to get them a salary increase). If you pay your employees more than your competitors, there will be no noticeable employee turnover in your company. An additional benefit of a pay increase is that it allows you to expand the range of responsibilities of your employees - high-paid employees have an incentive to work and take on additional obligations; on the other hand, low-paid employees are not always loyal to the company they work for.

• If you don't have the money to pay for a pay raise, get creative. For example, offer employees options to buy shares in a company; it is an inexpensive way to increase employee earnings in the long run. By owning shares in a company, employees will try their best to make the company generate more profits and increase its share price.

1. Promote. Employees love when their work is rewarded. As a rule, most employees expect not only material (salary, bonuses, shares), but also non-material remuneration. Here, the promotion of successful employees up the career ladder is often a non-material reward (by appointing them to a higher position, you increase their responsibility). An employee who has risen to a management position from the lowest position will be much more loyal to your company.

   • It is not enough to simply promise employees a promotion - it is important to explain to them how they can achieve such a promotion. If you cannot communicate this to your employees, invite a career development consultant once or twice a year to discuss relevant issues with your employees.
   • Try to appoint people in your company to leadership positions rather than outsiders. If you are hiring such employees for management positions, while your company has competent employees with many years of experience, then employees of the company may feel that you are not interested in their promotion.

2. Balance your workload. If the work of employees is stressful, repetitive, or extremely difficult, then your employees will leave for companies with a less intense workload. Never force your employees to work to the point of exhaustion - this is the first reason for a massive shift to another job. It is also inefficient from a financial point of view - employees with a heavy workload need to be paid more.

   Offer benefits. More and more often people job seekersdo not just look at the salary level, but also at the benefits offered or other benefits, such as health insurance, options to buy shares of the company, corporate pension. By providing employees with these benefits and benefits, you will make the job at your company more attractive and reduce employee turnover. Regularly (at least once a year) review your company's benefits package.

   • Find out what benefits and benefits your competitors offer to employees. If their benefit package is more generous and valuable, they will lure away your best employees.
   • By offering good health insurance, you make the job at your company particularly attractive, reduce employee turnover, and make it easier to hire. Plus, having good health insurance for your employees is a profitable investment in the long term, as healthy employees are efficient employees.

3. Encourage friendship, communication, and emotional closeness between employees. Don't let work become a source of boredom or hatred for employees. Instead, make your work environment friendly. Employees should be open to communication, joke and smile (unless, of course, this interferes with their work).

   • If employees seem to be closed off and holding back their emotions, try doing something that will cheer them up. For example, going to a bar or a movie together after work, or playing a game, is a great way to build relationships between employees (even if you do it once or twice a month).

4. Give your employees authority (responsibility). People tend to perform much better when they know their work matters a lot (although this simple postulate is often overlooked by even the best leaders). For example, guess who does the best: a postal clerk with minimal responsibility or a heart surgeon who is in charge of other people's lives? When giving employees even minor assignments, do it so that employees feel that these are important and responsible tasks. When employees realize that their work is essential to the company's success, they will be motivated to do better.

   • Ironically, by adding responsibilities to employees that increase their responsibility, you can actually make the job more attractive to them. Nevertheless, in this case, be ready to promote an effective employee in the service (after some time) - no one wants to deal with increased responsibilities without receiving rewards for it.

   Part 2

   Improving hiring strategies

   1. Hire selectively. Most business experts agree that one of the most better ways to reduce staff turnover is to immediately hire a person who exactly matches the vacant position. Choosing an employee with the right qualifications and personality ensures that they learn faster, perform better and, most importantly, feel right in their place. Below are some of the most important criteria for selecting the right candidates:

      • Skills. Does the candidate have the necessary skills to benefit your company?
      • Intelligence. Does the candidate have the mental capacity and talent to work under stressful conditions?
      • Personal characteristics. Does the candidate fit your corporate culture?
      • Duties. Will a person cope with the responsibilities assigned to him?

   2. Talk to employees. Regular employee surveys, in which you (or another qualified person) meet with each employee and talk about what they like and dislike about their job, is a great way to find out if employees feel important and to learn about their problems at work. places. If you are unable to conduct such surveys, hire a professional from a recruiting agency.

      • Such surveys can serve as a source of new ideas. For example, if an employee gets tired of sitting at his desk during the whole working day and offers to put a table at which you can work while standing, do it; the employee will be happy, and it will cost you very cheaply.
      • Don't just use these polls to criticize your employees - they should be able to criticize you. Be prepared to listen to reasonable demands from employees.

   3. Interview quitting employees. Even the best companies leave workers. Use this moment to have a frank conversation with the departing employee. Business experts have found that some employees are more outspoken in these conversations, while others are reluctant to criticize management or the organization in the hope of getting good references. Either way, talking to a quitting employee is your last chance to find out what's wrong with your company and fix the flaws. Below are some questions you can ask a retiring employee:

      • "What's your favorite / least favorite aspect of your job?"
      • "Is there anything preventing you from performing your duties properly?"
      • "How can our company avoid the problems you faced at work?"
      • "What changes do you propose to make?"

   4. Regularly investigate and evaluate employee concerns. It's not enough to just ask employees what they don't like - you have to solve company problems and communicate it to employees. If your employees see their comments and suggestions being implemented, they will be confident that they are being listened to and that their opinions matter to the way the company operates.

      • For example, if many employees do not understand how their work affects the development of the entire company, arrange monthly team meetings at which employees from different departments can talk to each other and understand how the work of individual parts of the organization affects its success.

   Part 3

   Staff retention measures

   1. Improve the qualifications of managers. Sometimes high staff turnover is not a problem for the whole company, but for its individual divisions (departments). In this case, the reason may be hidden in the company policy (for example, the salary level or work schedule) or in the management style of the head of the department (department). If so, consider retraining managers in troubled business units (before firing them and looking for replacements). The cost of a managerial development course is usually much less than the cost of finding a new highly qualified employee for a high-paying executive position.

      Find other positions for dissatisfied employees. Sometimes good workers are simply not suitable for the job they are doing (and therefore seem ineffective). The personal qualities and skills of such employees can be useful to your company if you transfer them to the appropriate positions. Therefore, do not rush to fire such employees or you will have to incur the costs of finding a new person, while your company already has a competent employee.

      • If you are transferring an employee to another position, please submit it accordingly. Don't tell him that he is performing poorly and that he may be better suited to other responsibilities. Instead, focus on positive aspects in that person's job and tell him that you have found more important work for him. How you present the employee with his transfer to another position determines whether the employee considers it a promotion or demotion.

   2. Avoid frequent reorganizations. In many cases, the transfer of old employees to new positions leads to increased productivity and increased employee satisfaction. However, in large companies employees, as a rule, fear reorganizations (and not without reason), which leads to an increase in layoffs (employees begin to look for more stable jobs in other companies). Therefore, avoid frequent, sudden and large-scale reorganizations - it is better to make incremental changes.

      • If a company reorganization is essential, inform employees why the reorganization is necessary and reassure the remaining employees that their jobs will be retained. Even then, communicate with employees to minimize the increased stress.

   3. Don't be afraid to fire bad employees. Inefficient or incompetent employees hinder the development of your company. Moreover, they can foster negative attitudes towards work among other employees by setting a personal example when poor performance goes unpunished. Get rid of such an employee - this way you will reduce employee turnover in the long term.

      • Don't ignore negative attitudes towards work! Research shows that employees with negative attitudes toward work negatively affect employees who are satisfied with their jobs.

      SPECIALIST'S ADVICE

On numerous Internet resources for job search today, there are often vacancies for the same positions posted by the same organizations. This is a sign of staff turnover - a phenomenon that not only negatively affects business processes in general, but is also one of the main obstacles in creating a reliable and well-coordinated work team. Our article will tell you about the reasons for employee turnover at the enterprise and about what methods will allow you to reduce its indicators to a minimum.

What is staff turnover

Personnel turnover is understood as a change of place of work by employees, the reason for which may be a situation when the employee himself is not satisfied with the place of work, position, working conditions, or when the company understands that the specialist does not correspond to his position or does not fully fulfill his duties. The employee turnover rate is an indication of the frequency with which a specialist finds and leaves jobs.

Personnel turnover is a real organizational disease for modern Russian enterprises. Such a situation as the dismissal of an employee from one company with subsequent employment to another employer based on his own desirealso refers to the concept of employee turnover. Continuous employee turnover can also occur as a result of neglect of factors social efficiency... If at the enterprise the staff turnover indicators are at a sufficiently high level, then this can be considered as an alarming signal that the working team of the enterprise is not sufficiently cohesive and reliable.

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There are different types of staff turnover:

• intra-organizational - personnel changes directly within the enterprise;
• external - movement of workers between companies, areas and sectors of the economy;
• physical- voluntary departure from the company of an employee due to various reasons;
• psychological (hidden) - nominally, the specialist is on the staff of the organization, but in reality does not show activity in the real activities of the enterprise;
• natural staff movement (up to 5% per year) is a normal occurrence for any enterprise.

Regarding the last point: if the employee turnover rate at the enterprise is kept at a low level, then this is favorable, since from time to time there is a renewal of labor potential, enrichment of the team with fresh forces and ideas. High turnover in management positions will rather have a negative impact, causing stagnation and lowering performance indicators. In addition to this, a wave effect can occur, in which other employees will leave after the leader leaving the company. An unpleasant moment can be a situation when “fresh” specialists who have been trained at the expense of the employer leave the company. In this case, the company's expenses for training activities remain unrepaid, and the company suffers financial losses.

It is very important to understand what are the reasons for staff turnover. Indeed, as with real-life disease, treatment for a disease called turnover should be started with the causes, not the symptoms.

1. Often it is the ill-considered selection of specialists that leads to the dismissal of newcomers. Managers are eager to hire a new employee as soon as possible, recruiters are eager to get their commission, the candidate himself wants to find a job as soon as possible - all these factors often lead to layoffs of newly hired specialists.
2. Problems with adaptation in a new team or the lack of a well-built adaptation process during the probationary period often push a new employee to the decision to change jobs.
3. People spend most of their day at work, so comfort is an important factor in an employee's decision to stay with the company for a long time or leave at will.
4. How satisfied employees are with their manager also has a strong impact on employee turnover. If the team has a rejection of the leader or his management methods, this leads to a wave of layoffs.
5. Almost every specialist, after a long time of work in a certain place, has a desire to improve his position or receive a higher salary. If such opportunities are not available in the company, then the employee will most likely leave the company. It is important to understand that the motivation for employees is not always material incentives. For many people, such psychological aspects of motivation as respect, recognition, authority, etc. are important.
6. A person can make decisions under the influence of an emotional factor - this explains the phenomenon when employees leave the company one after another, following like-minded people, colleagues, associates.
7. Lack of professionalism, inability to adhere to the agreed deadlines and work well in a team - all this can lead to the fact that the manager wants to part with the employee.

By analyzing employee turnover, some factors directly affecting the turnover of specialists in the company:

• age(the greatest risks are associated with the recruitment of young professionals under the age of 25);
• insufficient qualifications: highly qualified specialists rarely move from place to place;
• territorial remoteness of the employee's house from the place of work (a long distance to work increases the chances of an employee leaving the company);
• seniority and experience: teams consisting of people who have been working in the company for more than three years are more stable and reliable, the percentage of staff turnover is low.

How to calculate employee turnover

To calculate the employee turnover rate, you need to divide the total number of company employees who have worked in it for less than one year by the number of new employees hired by the company last year, and multiply the result by 100%. The employee turnover formula also allows you to determine how long it takes before half of the employees in a particular group of specialists who started working at the same time leave the company. Determining the rate of employee turnover helps to calculate the volume of costs arising from constant layoffs. Often this process brings serious financial losses for the enterprise.

• Calculation of the employee turnover rate

The employee turnover rate is determined depending on:

• the number of employees who quit during the year;
• staff turnover;
• stable labor force index.

The layoff rate and the calculation of employee turnover make it possible to calculate the costs of the enterprise resulting from the layoff of employees.

• Staff turnover: calculation formula

Ktek \u003d (Hszh + Hdps) * 100: S

• Ktek- staff turnover rate;
• Hszh - the number of employees who voluntarily left the company for a certain period of time;
• Hdps- the number of those who were dismissed by management for not showing up for work, having a criminal record or violation labor discipline for a certain time period;
• S - the average number of employees for a limited time period (this is an independent indicator that indicates the dynamics of changes in the composition of the team).

• Calculation of the average headcount

To calculate this indicator, the listed number of employees in the company should be noted at the beginning of each month (first day). At the end of the reporting period, using this formula, it will be possible to determine the average headcount indicator:

S \u003d ((S1 + S2): 2 + (S2 + S3): 2+ ... + (Sn + S1n): 2)): n

• S - average headcount;
• S1,…, Sn - payroll at the beginning of each month up to the reporting month;
• S1n - payroll at the beginning of the month following the reporting one.

Normally, the indicator is in the range from 3 to 5%. If the indicator turns out to be less than 3%, this will indicate a situation of stagnation, more than 5% - about insufficient stability of the team and mistakes in personnel policy.

How much does staff turnover cost to an enterprise?

• the volume of production that will be lost when a specialist is fired;
• additional payments to employees temporarily acting as a specialist who has left the company;
• involvement of highly qualified specialists in simpler work;
• the cost of marriage, which is produced in the process of mastering a new activity by a novice worker;
• spending on searching and selecting applicants for a vacancy;
• spending on internships for employees;
• administrative expenses for the removal of the dismissed person from payment documents;
• drop in labor productivity during a beginner internship.

Expert opinion

Analysis of reasons for staff turnover

Sergey Tikhonov,

hR Director, Megafon Retail, Moscow

One of the major business problems these days is staff turnover. Over the course of a year, personnel losses can reach 80-90%. This problem is especially acute in our area, where employees with special skills and qualifications play a key role. It takes 4-5 months to train an employee. If the employee turnover rate in our team exceeds 60%, then this means that the employee, most likely, will not work for more than six months, working at the maximum of his capabilities for 1-2 months. For us, the fundamental question was how to reduce employee turnover. In comparison with last year's indicators, we managed to reduce the turnover level by 1.5 times. I will share some of the ways that have helped us achieve this result.

Pay attention to the following three aspects:

1. Who leaves. Simply taking into account the turnover of an organization does not provide enough information to analyze and make the necessary decisions to improve the situation. The number of layoffs among salon managers, salespeople, lead salespeople, and interns must be closely monitored.
2. When he leaves.It is important to identify at what stage the employee decides to leave the company: in the first days of his work, after a week, before certification, or a month after his official registration for work. In addition, it should be understood how long after the official registration the company is left by the specialists holding managerial positions.
3. Reason for dismissal.We had special questionnaires for those who decided to quit. In general, employees did not answer the questionnaire sincerely. Then we started interviewing. This method was more effective, but even here the employee did not in all cases speak frankly about the reasons for dismissal, such as low salary, relationships with the boss, etc. As a result, we combined these two methods and, in addition to them, began to interview the employee's immediate superiors on the subject of what could have caused the employee to leave. Such an integrated approach allows you to obtain the necessary information. Sometimes HR employees conduct surveys of former employees some time after leaving. It became clear that this method is most useful in the regions, in those branches of the company, where a sudden number of layoffs were noticed.

We regularly analyze our work on three parameters, and by the fifth day of each month we have data on the past month, so we can track the dynamics.

Who should be responsible for employee turnover in the organization

It will be possible to influence the decrease in staff turnover only when each head of our salons feels personal responsibility for how long the hired employee will work in the new company. Our company has a measure of responsibility that is not related to fines or material incentives. It is rather one of internal regulations... We offer non-management jobs to managers with a high rate of staff turnover in the division, or we fire them. A high rate of staff turnover demonstrates that a specialist is not able to effectively manage his team, which leads to a general decrease in business potential and an illiterate use of salon resources.

What is the negative impact of high employee turnover on an enterprise

It is impossible to reduce the staff turnover rate to zero, as unpredictable factors will constantly appear that cannot be influenced: pregnancy, a serious illness, moving to another city, the employee's awareness that the job he has begun to do is actually far from his dream ... Therefore, before using methods of dealing with employee turnover, assess the consequences.

It is quite clear that staff turnover leads to increased costs for:

• search;
• selection;
• reception;
• registration;
• introduction of new employees into job duties.

The higher the staff turnover, the more specialists are needed to close the vacated jobs.

If any important position for the company is open, then this work must still be done. Since there is no specialist, the amount of work is distributed among employees for whom an additional load is created. If management does not in any way encourage its employees to perform an increased volume of work, then this can also lead to layoffs: those who cannot cope with the increased workload or those who are dissatisfied with the lack of reward for a more stressful work schedule.

One of the accompanying effects of employee turnover is that there are many new employees on the team. Naturally, at first, new employees do not perform their job duties in the best way: simply because they have not yet fully adapted to the company and do not have sufficient information and experience. Also, a newcomer lacks coherence in his work until he is inducted into the position - accordingly, mistakes are inevitable, because of which the company receives less profit or is forced to pay for them.

In addition, high employee turnover in a company prevents employees from creating engagement and high motivation for work, some of the employees may become frustrated and lose a sense of stability. Another big drawback of high employee turnover is the negative reputation of the company, which can be created by quitting employees who remain dissatisfied with something. With a high turnover of such people, there are more such people, the image of the organization in the eyes of other potential employees deteriorates, and there may be excellent specialists among them.

There are certain methods to reduce the influence of the main factors of negative movement of the labor force.

1. Competitive wages.Undervalued or overpriced wages of employees are the cause of unreasonable financial losses for the company. It is necessary to analyze rates, sick leave payments, benefits and vacation pay with the involvement of specialists in this area.
2. Introduction of a fair wage system.To do this, you need to objectively evaluate the contribution of each employee in order to see a possible discrepancy in rates. You also need to study and analyze the system of material incentives.
3. Stabilization of earnings. Unstable salary payments can affect the increase in the rate of employee turnover.
4. Optimization of working conditions for employees: opportunity flexible schedule, comfortable office furniture, lounges and eating areas.
5. Refusal to do unnecessary work. A situation where all the juices are squeezed out of employees should be avoided, because this will not bring long-term benefits to the company. Each assignment that is given to an employee must be really necessary for the company.
6. Creation of a positive image of the company.Care should be taken to ensure that the company is attractive to high-level specialists: it is important to create excellent working conditions, provide opportunities for career advancement and self-realization, develop reliable insurance and bonus systems.

7 conditions affecting reduced employee turnover

One of the most important elements of a competent personnel policy is to increase the value of work for a specialist. The likelihood that an employee will leave the company is directly related to how satisfied or dissatisfied he is with working conditions, the bonus system, and relationships with managers. The higher the employee's satisfaction, the less likely he will be fired.

Accordingly, management of employee turnover is directly related to the value of the company to the employee. There are some factors to consider that affect the loyalty of a specialist in relation to his employer.

1. Salary

Typically in retail low-income people work. If the monthly salary of the seller is 20,000 rubles, then he strictly takes into account each of his 100 rubles. Therefore, an incorrectly drawn up sales plan or changes in the bonus system can greatly reduce the motivation of such an employee. Even despite the fact that his salary may be 10-15% higher compared to competing firms, with constant changes in the share of the variable part in the employee's total income, with fines or erroneous calculation of salaries, the employee will regard such phenomena as factors negatively affecting working conditions.

To reduce employee turnover, it is important to take preventive measures to minimize the level of employee dissatisfaction:

1. Conduct an analysis of wages in each district or city that is not focused on the average rates in this region.
2. Instead of the usual 70 to 30%, offer the optimal ratio of variable and constant parts of income 50 to 50%. The variable part of the salary consists of interest for each product or service sold.
3. Track how the set sales plan is being implemented. If an employee fulfills the sales plan, then a certain part of his salary is multiplied by a predetermined coefficient.
4. Open a hotline for questions about salary. Organize an Internet portal where such issues will be promptly processed within 2-3 days.

2. Penalties

At first glance, a system of fines and material punishments may seem to be an effective way to motivate employees: no one wants to be deprived of part of their salary due to any mistakes or mistakes, therefore, employees will strive to do them as little as possible. But under such a system, employees also quickly lose confidence in the company: they will see the fines as the manager's desire to save the company money. For example, sellers do not treat fines as fair penalties. They are more affected by a reprimand, demotion or dismissal. Even in these cases, the employee can blame the company, but this will definitely not be an accusation of seeking to get rich at his expense.

3. Protection from the arbitrariness of the authorities

4. Work schedule

An employee who is in good health, and his schedule allows for good rest, will do his job much better. By managing work schedules, vacation schedules and overtime work, you can achieve very good results and reduce employee turnover. For example:

• sellers are given a clear lunch break;
• a convenient shift mode of work is offered: the employee works half of the working day as a consultant in the sales area, communicates with clients, and spends the rest of the day at the cash register.

The schedule is drawn up taking into account the interests of employees: for example, so that free days fall not only on weekdays, but also on weekends. Workers should be able to properly recuperate. Some people think that the most important thing is customer service. But one should think about: would the client himself want to be worked with an exhausted and exhausted salesperson who works for weeks without a day off, having no time even for a full lunch, let alone a vacation?

5. Opportunities for development

As a rule, after six months of work in one company, having acquired the necessary skills and knowledge, the seller begins to feel the routine nature of his work: the same team, the same actions, even the buyers do not differ from one another. You can change this state of your employees by offering them new opportunities:

• the opportunity to move up the career ladder (vertical growth), taking the vacant position of their leader. When management positions are vacated in the company, take a closer look at your employees, perhaps one of them will be able to perfectly fulfill these duties;
• mastering additional functions (horizontal growth): for example, you can offer the employee, along with the responsibilities of the seller, to take on the functions of an expert, mentor or coach;
• the ability to move from trading floor to the office: this prospect may be of interest to many employees acting as salesmen;
• the ability to move to a new place of work: for example, you can transfer managers and ordinary employees to a nearby branch to keep them feeling new. At the same time, the loyalty of employees will increase if their new workplace is closer to their place of residence.

6. Maturity of leaders

It should be understood: employees do not leave the company, but from the leaders. Most often this is explained by the erroneous actions of the leaders themselves: they set unclear tasks, build relationships incorrectly, show themselves too coldly or too emotionally.

7. Individualized retention methods

About 10 years ago, it was considered normal to work in a tiny stall, without air conditioning, heating, and utility room. Today such working conditions are unsuitable for workers, and the like retail outlets it is very difficult to find suitable candidates. They are often forced to close for this reason. Wherein good conditions labor today is far from the only factor in the success in attracting workers: when choosing an employer, candidates pay attention to how management is ready to solve their problems, how much free time is offered, what development prospects an employee may have in a given place, features of the remuneration system, the opportunity create your own work schedule yourself. Judging by modern trends, it will soon be in demand for differentiated methods of attracting and retaining employees, and traditional approaches will lose their relevance.

8 effective measures to reduce employee turnover

Measure 1. High percentage of transactions

For example, the average percentage of a realtor's profit from each transaction is 15-30%. You can offer the staff to work according to the following scheme: the realtor will receive 30% from the transaction with clients who were attracted by the agency and 40-60% from the transaction with those whom the realtor attracted on his own (40% is the minimum rate for realtors who have not completed the quarterly plan, 60% is the maximum rate for those who fulfilled the plan).

Employees get used to the standard of living that they achieve with the help of their high earnings and do not want to lower it, which indicates a desire to maintain a high level of work ability. With a large percentage of profits from transactions, employees will have no desire to steal or work "to the left". High commissions are also great at dealing with employee turnover.

Measure 2. Selecting the right staff

After applying the techniques, which will be discussed in more detail below, you can really increase the efficiency of recruiting, and reduce the cost of attracting and selecting employees.

• Input test

This testing can be called rigorous but effective. Of the 10 candidates, only three are selected, but it is they who will remain in the company for a long period of time. Candidates are given the task of bringing one interested client to the office, this must be done in three days. Don't give hints to candidates about how and where to look for clients. A promising candidate will not spend a lot of time on this task. If there is no call from the candidate on the first day, there will be no call after. Thanks to this test, you can immediately see how interested the candidate is in the work, is proactive, whether he is well aware of the specifics of the business that he decided to do in the company.

• Assessment of psychotype

Let your challenger answer simple questions - will assess their personal qualities. This will take no more than five minutes. You should not talk about the purpose for which you are conducting this survey. You can simply say that this is a test to identify the psychotype (see figure). In fact, this test allows you to understand which hemisphere of the person's brain is active when making decisions. Those people who have a more developed left hemisphere, as a rule, do not show outstanding results in sales: it is not easy for them to communicate with customers. But in technical areas, on the contrary, they will be more talented and successful than people with right-brain thinking, who are more inclined to creative work. Filling out the table allows the candidate to determine priorities: draw a line in the middle and it will become clear which side of the brain is more actively used: right or left. If the table shows that there is no clear advantage for either side, this will indicate that the test taker can do excellent organizational work.

Measure 3. Assessment of individual needs

This test should be carried out immediately after a new employee is admitted to the company. Even at the interview stage, you should ask the employee what his salary was for previous location work. By multiplying this figure by 10, tell the resulting amount to the employee and ask him how he would manage the money if it were his bonus. By the answer, one can judge the life priorities of a person.

• A family.Main values: well-being of relatives and friends, especially children, coziness and comfort. The first and main expense for such a person is the family.
• Confession.The recognition and admiration of others are very important for such a person, he dreams of becoming a media hero.
• Comfort. For such an employee important factor there will be an opportunity for a flexible work schedule, since he prefers to rest several times during the year.
• Safety. The set of values \u200b\u200bof this specialist: stability, guaranteed income, secured pension. Such people, as a rule, always care about insurance and money savings for a rainy day.

So, you can individually approach the motivation of each employee in accordance with his needs: post photos of those who value recognition and fame on the company's website or on the boards of honor in the office, as well as publish articles about them in the local press. For "family men" the best reward will be money, tickets to the zoo, theater and other events for the whole family. Vouchers to the resort will be the best gift for lovers of comfort and relaxation. Employees who value stability and safety most of all in life will be optimally encouraged by paying for their life insurance.

Measure 4. Super performance reward

Reward your best employees with small gifts regularly, and promise a grand prize at the end of the year.

Measure 5. Weekly cognitive meetings

Measure 6. Mentoring

The new employee initially works under the guidance of a mentor who receives part of the profits from the deals of his sponsor. It is therefore important for the mentor that his student achieve real results in his work. This system it is very useful both for a new employee, for whom it is easier to enter into his position and adaptation to the team, and for an employee in the role of a mentor - after all, this increases his status in the team.

Measure 7. Reserve fund

Form a reserve fund in the company and set aside 5% of each commission on a transaction that employees receive. Such a fund is created for the following purposes:

• Support for the company in times of crisis.

In difficult financial times, a company may not have enough funds to advertise and promote its products.

• Reducing the risk of losing customer contacts when an employee is fired.The fund helps to avoid a situation when an employee resentfully leaves the company, demonstratively slamming the door. If a person knows that his personal money remains in the fund, he will have more motivation to complete and transfer all his affairs and important data in an amicable way.
• An unexpected bonus. When surplus appears in the fund, it is possible to organize the issuance of bonuses to employees. For example, time it to holidays or a vacation period so that employees with good mood could arrange a well-deserved rest.

Measure 8. Support in difficult situations

The Fund will allow providing substantial material support in difficult situations for an employee. It is always very valuable.

4 ways to reduce employee turnover, applied in practice by large companies

Today there are simple ready-made solutions that are applicable in any area of \u200b\u200bbusiness.

1. At Sberbank, the staff turnover rate was reduced by 23% in two years. This result was achieved due to the active involvement of the bank's leaders in finding a solution to this problem. Sberbank specialists found out that the main competitive advantage bank are its employees. Therefore, efforts were aimed at retaining the team of specialists using various methods, including the introduction of a mentoring system. Each newcomer was assigned a mentor, who was also his immediate superior.

2. An interesting tool for reducing employee turnover was found in one of the Moscow Hotel Lotte luxury hotels. A tendency was revealed in the company: if a manager resigned in any department, then after a while other employees also left the company. It is interesting to note that the surge in layoffs occurred regardless of whether the manager was popular and recognized by employees or not. This phenomenon indicates that the dismissal of a manager is invariably stressful for the employees of the department; they associate this event with a loss of stability, which in turn becomes an impetus for finding new jobs. Needless to say, a qualified and educated employee with experience in an international organization who speaks foreign languages, there will be no problems when looking for a new job in a fairly short period of time. That is why the experts decided to pay special attention how to keep line management representatives in the company. Special support was provided and methods of motivation were undertaken for young managers, heads of departments of the company.

Another tool for increasing the loyalty of line management to the service sector was the organization of various lectures with the participation of popular, successful and interesting personalities, who are often regular customers of the hotel. They shared their stories and biographies, ways to achieve success, impressions of the hotel, gave recommendations and discussed the relevance and importance of such a profession as a hotelier.

3. Zeleny Dom solved the problem of seasonal workers' turnover with an attentive attitude towards employees: great attention was paid to cleanliness and hygiene of living quarters for workers, working conditions were constantly checked. The company strived to meet all the needs and requirements of workers and did it with the utmost honesty and quality.

4. The head of the Morozko trading house put into practice a non-standard solution: to perform simple work tasks, he began to hire students who worked 3-4 hours and received piece-rate pay, respectively, for these hours and for fulfilling a certain plan. This solution helped to increase labor productivity in the company several times in comparison with the fact that an employee was engaged in the same job on a permanent basis, working full time.

Expert opinion

To reduce employee turnover, you need to find the real reason for leaving employees

Olga Shcherbakova,

executive director of the company "PERFORMIA", Moscow

If employees leave the company, then you can ask them for what reasons they do it. If the reasons are simple - an uncomfortable workplace, overtime work, insufficiently clean common areas, etc., then they can be easily solved.

You should always clearly understand who is hired: often a new employee is hired only because of an excellent resume or on the basis of a successful interview, while the employee seems to be closing a "hole" in the company. It is very important not only to just accept an employee, but also to understand whether he fits the given position. For example, a secretary for a tough leader must also have a strong and "impenetrable" character, which will allow him to withstand criticism, pressure, dynamism in work. Such an employee must be flexible and have a positive attitude towards constant change. However, if the working conditions are different - quiet, calm work in the reception, where no more than 10 people can come or call in a day, then in this case a candidate for the post of secretary with completely different qualities should be selected: more calm and measured, loving peace, stability and routine work.

It seems to me that one of the most important qualities of an employee who gets a job new job, Is a desire to work at the maximum of their capabilities and with an eye to the final result. It is these employees who stay in the company for a long time, they are not embarrassed by minor domestic shortcomings. Such people love to be active and are highly efficient. It's important for them to produce. They will not like to work without understanding what exactly and for what purpose they should do, without the opportunity to show their initiative to optimize work processes and influence the speed of achieving the final results.

You should only worry about staff turnover when really valuable people leave the company. If "ballast" leaves the company, the company will only benefit from this, as it will become easier and faster. To retain key or promising talent, there are some important principles to follow. This applies primarily to managers:

1. Think of your people as the most valuable company asset.
2. Allow employees to be proactive.
3. Praise and reward them for their performance in front of others.
4. Critical remarks are best expressed in private, in a personal conversation.
5. Encourage them exactly what they value.
6. If you notice that employees are upset or depressed about something, do not skip such moments - try to immediately understand what is the cause of the frustration. If you have problems, support the employee, offer help, become a mentor.

Information about experts

Sergey Tikhonov, since 2003 worked at Euroset company. Since 2006 - at Telefon.Ru company as a corporate trainer, and then as a sales director. Since August 2009 - in MegaFon Retail as the head of the department for development and implementation of business processes. Since March 2010 - Head of Sales and Service, and since June 2010 - Director of Human Resources. As of November 2012, MegaFon's own network of telecom stores includes more than 1,800 facilities in 470 Russian cities.

Olga Shcherbakova, executive director of the company "PERFORMIA", Moscow.

LLC "PERFORMIA".Field of activity: consulting services in the field of selection, recruitment and assessment of personnel. Territory: head office - in Södertälje (Sweden), representative offices - in 25 countries; head office for the CIS countries - in Moscow, representative offices in Russia - in 11 cities. Number of personnel: 100 people (across Russia).

Staff turnover is a worrying symptom for any organization. After all, attention to the "little man" determines the adequacy of the big bosses.

Staff rotation is a natural and even beneficial process. New employees bring fresh ideas and work mechanisms, adding their individual experience to a large collection of organizational knowledge. Meeting and training a "newcomer" refreshes the atmosphere in the team. So why not come to terms with staff turnover - so rewarding and refreshing?

Quality suffers

The main reason to combat staff turnover is the inevitable decline in the quality of work and staff motivation. If management does not attempt to retain employees, then both those who leave and those who remain in the organization form a clear idea that they are not appreciated here. Work attitudes become alienated. Trust in the employer is crumbling. In response to the position “There are no irreplaceable ones,” the counter-argument “I don't owe anyone anything” is always put forward.

Diagnosing the problem

Staff turnover is usually determined by the percentage of those dismissed to those admitted over a period of time. Distinguish between natural and excessive staff turnover.

Natural fluidity is 3-5%. It contributes to the timely renewal of the team and does not require special measures from the management. Natural rotation can also include higher turnover rates in low-prestige jobs: someone has to work in positions that are not too promising - where they do not stay for a long time.

Excessive staff turnover is measured not so much by percentage as by significant economic, organizational, personnel and production losses, and psychological difficulties in the team. But the numerical analysis of those hired and dismissed is also indicative: dismissal for reporting period more than 20% of employees. It is important to count, both separately in the department and in the organization as a whole.

Calculation of staff turnover rate

• For large organizations

Within one month, six new employees were hired in different departments of the organization. Two weeks later, one of them quit, another week later, the other was fired. Thus, after a month of work, only four new employees remained out of six hired. As a result, the “leaving” indicator, which shows the turnover rate, was 33.3%.

It is advisable to compare the results for one month with the data on hired employees for other months - it should be borne in mind that there is always a place for chance, and therefore do not rush to conclusions. If the situation under consideration is typical, and 20% or more of the number of new recruits systematically leave the new staff during the first four weeks, then this is a cause for alarm.

• For small organizations

Have small organization the needs for new hires are generally relatively limited. New employees are hired periodically. Based on this, it makes sense to analyze statistics for a longer period of time - preferably for six months or a year. For example, seven new employees were recruited during the year. In the first month of work, two were fired or quit for various reasons. Thus, leaving is 28.6%, which is also abnormally high for any organization.

Errors in personnel management as a source of problems

There are two main groups of reasons for increased personnel rotation - errors in the personnel management strategy (management) and errors in the recruitment strategy.

It is known that personnel management is a real science. Maybe even art. Real virtuosos make their team happy to go to work, go home with a slight sadness, and work with enthusiasm on weekends. In a word, like the classics - Monday starts on Saturday. Those who neglect the art of management get routine instead of work, and instead of an established team - new faces every day. Let's take a look at the most common mistakes in HR strategy.

• Management indifference

The Institute of Globalization and Social Movements names the indifferent attitude of the leadership as the main reason for staff turnover. Most domestic organizations suffer from high staff turnover because they do not fight it. Few people take into account and calculate the costs of the organization for training a new employee. The main reasons for the reluctance of management to retain staff is the misconception that ready specialists can be hired directly from the labor market.

• Working conditions

For the majority of employees of state (municipal) institutions, conditions have been created in terms of social guarantees, medical care, provision of the possibility of preferential sanatorium treatment, etc., but in terms of actual earnings, the public sector is still significantly inferior to the commercial one.

The length of the working day in budgetary institutions is often extended at the initiative of the management and becomes more pre-agreed at the interview. For civil servants, such processing is generally the norm.

In addition, the public sector is still significantly lagging behind in terms of the equipment of workplaces, their technical staffing and such important "little things" as the availability of air conditioners, the operation of the heating system, lighting, the number of employees working in one room, etc.

• Lack of prospects

Unfortunately, many institutions have developed a system for promoting career ladder, which is based not on the talent and achievements of the employee, but on the time spent by the employee in a certain position. That is, an increase can be achieved due to the length of service, and not the quality of the duties performed. In view of this, many young, active specialists prefer the commercial sphere, believing that in business the opportunities for career growth and self-realization are much wider.

• Work environment

The unhealthy, nervous climate created by hysterical workers in the workplace also contributes to the rapid departure of staff. As a result, institutions primarily lose highly valued professionals and retain loyal but less qualified staff.

Recruiting strategy mistakes

If the reason for frequent personnel changes is difficult to diagnose, then it is possible that mistakes occur at the stage of recruiting. The phrases: “I imagined my job in a completely different way”, “I didn’t think I would have to do this” - indicate that staff turnover is provoked by the existing recruitment strategy. Here are the most typical mistakesallowed at this stage:

1. Spontaneous selection ... The selection of specialists is reduced to an enumeration of candidates. When looking for employees, there is an erroneous logic that the "good" ones will take root, and the "bad" ones will leave on their own. At the same time, the regular change of employees in one position in a short period of time is considered as quite normal.
2. Lack of uniform selection standards ... The selection of candidates does not take into account the extent to which applicants generally correspond to the culture, goals and objectives of the organization. The main selection criterion is to what extent employees fit a specific vacancy. As a result, the team turns into a motley mass that reacts contradictory to the same events in the life of the company or changes in the external environment. This principle of personnel selection makes it difficult for the company's management to maintain any definite, clear course of development within its industry.
3. Selection "under the head" ... In this case, the composition of the team, its features are ignored. And ideally, a new employee should equally organically meet the professional requirements of both the manager and colleagues.
4. Selection "for the team" ... Here, on the contrary, the peculiarities of a particular leader are not taken into account, but a candidate is selected with which it will be interesting to communicate to the rest of the staff.
5. Inadequate assessment of the candidate's qualities ... This defect can manifest itself at various levels and in different types... For example, in the form of profanation in the selection of personnel by the head of the department - from the readiness to hire almost anyone who wishes to unreasonably high requirements. Another example - priority is given to non-basic requirements (features appearance are rated higher than professional qualities, etc.).
6. Excessive or understated requirements (as a whole for the organization or in individual departments). The work of an organization or individual departments is equally detrimental if employees are hired whose professional level is significantly lower or significantly higher than required. However, if the employee does not reach the required professional level, then correction through training is possible. If an employee was hired who had "grown" out of the position at the time of joining the organization, then the only solution to the problem is to expand the employee's functionality. That does not always coincide with the mutual interests of the employer and the employee.
7. Unbalanced candidate decision-making process ... This systemic error can be expressed in different ways: candidates for the same position are interviewed by different managers, decisions are taken too long, and so on. Applicants must receive the results of the interview - both a positive answer and a refusal - within two weeks. Leave or business trip of the manager is not considered a good reason for delay; in this case, a system of delegation of authority should be developed.
8. Lack of information or misinformation of the candidate ... During the interview, the applicant must receive a full amount of information about the life of the organization, about the features of the department, about motivational schemes, about the system of incentives, about the range of his professional duties. Information gaps lead to frustration - in the employee from the employer or in the work from the employee.

How to change the situation

If management errors are discovered, it would seem easy to fix the situation: errors are obvious or are revealed by the simplest research (for example, anonymous survey). But, on the other hand, it is difficult to fix them, because such a structure of an organization, with precisely such principles (and mistakes), is its skeleton. Most likely, the organization has always existed in this form. To change something means to undermine the foundations.

And yet, a number of measures are capable of stopping staff turnover and increasing loyalty without undermining the authority of the organization and its leadership. A retention campaign can consist of the following measures:

• development of a personnel selection and adaptation system;
• development of a personnel motivation system;
• creating a mentoring system for beginners;
• creating temporary groups of employees to work on projects;
• implementation of the employee assessment system and the formation of a personnel reserve;
• development of programs for rotation and advanced training of personnel in order to develop personnel and build a career;
• certification of workplaces for working conditions and their timely equipping with technical innovations.

In order to eliminate mistakes at the stage of personnel selection, you need to take a number of measures:

• develop a single standard for staff selection and approve it to the head;
• develop and implement a unified decision-making mechanism for candidates;
• determine what is the optimal decision-making process for candidates (not protracted and not hasty, ideally less than two weeks, but without compromising the quality of decision-making);
• hire a competent recruiter if the organization is large. Such a specialist is tasked with developing a system for assessing the personal qualities of a candidate, taking into account a single standard for selection and characteristics of a particular vacancy, developing an assessment scheme professional qualities a candidate with the participation of industry experts;
• provide high quality information to candidates about the specifics of work, job responsibilities, the system of rewards and punishments, etc .;
• plan ahead for staffing needs. As a rule, an organization, upon dismissal of an employee, has two weeks to select a new specialist. In the event of an emergency selection, a personnel reserve should be formed, and the principle of interchangeability of specialists should be developed and implemented in the organization.

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