By force methods, then 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 enterprise's personnel management, this is a kind of indicator of trouble.

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

The natural staff turnover (3-5% of the headcount), as a rule, contributes to the positive renewal of the team. Some employees retire, some leave for various reasons, new employees take their place - this happens continuously and does not require emergency measures on the part of management. If this process is activated, that is, it exceeds 3-5%, the costs of the enterprise increase. They are made up 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 the personnel officer who draws up the dismissal;

Losses on legal costs caused by illegal dismissal, subsequent reinstatement and payment of forced absenteeism;

Losses associated with hiring employees vacancy, - direct costs in the form of payment for services recruitment agencies;

Expenses for adaptation of a new employee;

Decreased returns from employees who decide to quit;

The cost of building a stable team, developing a corporate culture.

Why do employees leave?

The main reason for layoffs is a person's dissatisfaction with their 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, the dismissal occurs due to the fact that the expectations of the employee 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.

Specialists of recruitment 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 non-material motivation. Among top-managers such from 15 to 40%.

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

Stage 1. Surprise. At this stage, the employee experiences bewilderment, alertness, confusion. He asks himself: who is to blame for what is happening - he himself, direct management or the management system? 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 is late 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 established himself in the idea that the cause of failure is in the leadership has an unconscious hope that the boss will soon make a mistake again. He relies on the fact that after another serious mistake, the authorities will be interested in his opinion. This is expressed in intentional or unintentional concealment from the chief of official information, in an attempt to avoid meeting with him.

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

Stage 5. Strike. This is the phase of employee alienation from management and the company as a whole. There is a clear conflict. Symptoms of such a state are ignoring planned activities and silent implementation of any orders from above. The indifference on the face of an employee is an indicator that a person has reached a stage where restoring trust in management is no longer possible.

Stage 6. Voluntary hard labor. An employee who for some reason did not leave the company becomes apathetic and depressed. He hates work, while looking lethargic, even sleepy. When this state becomes widespread, conversations begin in the team about vacations, about shopping, about extraneous things. Today, about 80% of Russian companies are trying to build a regular management, already experiencing a state of management crisis. The staff of these organizations, as a rule, is at the 3rd-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 of the Federal State Unitary Enterprise GNP RCC "TsSKB-Progress")"

scientific adviser

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 the process of staff turnover and methods to reduce its level

2. Analysis of staff turnover in shop 2422 of the Federal State Unitary Enterprise 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 the causes of 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 Grade economic efficiency measures aimed at reducing turnover in shop 2422

Conclusion

Bibliographic list

Applications

The relevance of research. It is difficult to argue with the fact that the personnel of the organization is the main resource of the company. Today, most managers are convinced of the importance of personnel policy issues, because no matter how good the idea is, the employees of the organization bring it to life. And only a well-chosen work team, a team of like-minded people are able to realize the serious tasks facing the company.

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

Turnover depends on many factors (the specifics of the business, the geographical location of the company, the stage of development of the company, the qualifications, education and age of the employee), so each company determines its ideal level of staff turnover.

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

In large cities with a large labor market, the average rates for all industries vary from 10% to 20%. And in a small provincial town, this figure can be as low as 5% only because in this area there are much fewer opportunities to find other work.

The percentage of the norm also differs for different levels of personnel: for managerial level turnover should not exceed 5%, for line personnel 10-30%, for unskilled personnel - 80%. It has been noticed that the lower the qualification, the greater the desire to change jobs.

And yet, the rate of staff turnover depends not so much on any standards, but on HR strategy companies. Practice shows that the main reason for dismissal is the dissatisfaction of employees 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: identify its causes, keep statistics and take appropriate measures in time.

If the company has a high turnover of personnel, it is necessary to constantly look for replacements for departing employees, adapt and train newcomers, and solve the problem of continuity and preservation of commercial information. Companies with high employee turnover find it more difficult 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 a holistic concept and technology for managing this process. In this regard, it remains topical issue finding ways to evaluate and reduce staff turnover.

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:

The purpose of the study: 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. Identify factors that cause staff turnover.

3. Explore methods to reduce employee turnover.

4. To analyze the staff turnover in shop 2422 of the Federal State Unitary Enterprise GNP RCC "TsSKB-Progress".

5. Identify the causes of staff turnover.

6. Develop measures to reduce staff turnover.

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

Object of study: shop 2422 of the Federal State Unitary Enterprise GNP RCC "TsSKB-Progress".

Subject of study: staff turnover.

The structure of the graduation project: the graduation project consists of an introduction, three chapters, a conclusion, a bibliographic list and appendices.

1.1 Modern approaches to assessing staff turnover

Today, employee turnover is also one of the many problems that modern businesses face.

When analyzing flow work force It is generally accepted to start with the concept of “cadre movement”.

Under the movement of personnel of the enterprise we will understand the totality of all cases of admission to the enterprise of workers from outside and all cases of departure from the enterprise.

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

Fluidity, on the other hand, was usually understood as the phenomenon that seems to be the direct cause of the damage indicated, namely, the spontaneous, unorganized movement of labor.

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

“Workforce turnover is the movement of workers to/from the company's staff. Typically, employee turnover is tracked by registering those leaving and assuming that a new employee will be hired to replace the quit.”

Currently, staff turnover in management theory is understood as the movement of the workforce, due to the dissatisfaction of the employee with the workplace or the dissatisfaction of the organization with a particular employee.

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

In the first case, one must distinguish between natural and elevated levels turnover: a natural level within 3-5% of the number of personnel and an increased one, causing significant economic losses.

The natural level contributes to the renewal of production teams. This process is continuous and does not require any emergency measures on the part of personnel services and guides. Some employees retire, some leave for various reasons, new employees take their place - every enterprise lives in this mode.

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

Another thing is when the fluidity significantly exceeds 3-5%. In this case, the costs become significant and increase with an increase in the outflow of personnel. Then the company suffers losses, which increase with an 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 by 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, reduces the productivity of those who are going to leave.

The staff of the enterprise in terms of numerical composition, skill level is not a constant value, 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 coefficients of admission, retirement, stability and turnover of staff:

1. 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 recruitment rate (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 p \u003d 100 (2)

where P p - the number of employed workers, people; — average headcount personnel, pers.

3. The attrition rate (K c) is determined by the ratio of the number of employees laid off for all reasons for a given period of time to the average number of employees for the same period:

100 (3)

www.mirznanii.com

We identify the problem

Employee turnover rates in a company are measured using a standard formula. The number of retired employees per year is taken, multiplied by one hundred. The resulting indicator is divided by the total (annual) number of employees. Moreover, the number of retired employees is taken into account, regardless of the reason (at their own request, at the initiative of the head).

According to statistics, high staff turnover is observed in departments where low-skilled personnel are employed. Employees of management departments leave, as a rule, less frequently. Given this fact, the measurement of turnover will be correctly divided into departments, divisions, and areas of activity of employees.

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

I'm going down

Heads of departments and HR managers of the company are responsible for retaining employees. 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 staff. When recruiting employees for the enterprise, it is selected quality staff, corresponding to the general culture of the company, its rules, goals. On the initial stage the personal qualities of the employee are revealed: his professionalism, activity, interest in work.
2. Implementation of professional development programs for employees. Staff need to provide timely training, obtaining new knowledge to advance in career ladder.
3. Improvement of working conditions. Staff performance depends on proper organization workplace, stable salary increase, incentives.
4. Career. 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 prevent the employee from “burning out” in one place, the management should take care of the horizontal rotation of employees.
5. Load intensity control. Properly balancing the workload of employees, you can qualitatively reduce staff turnover in the company. Loading with monotonous duties, difficult and stressful work is a serious reason for dismissal and search 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, pension programs, provision of benefits for daily needs - travel, meals).
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 conduct a regular assessment of 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.

The reduction in staff turnover directly depends on the heads of specific departments, where the number of employees who have left the company exceeds the maximum figures. It is worth reviewing the qualifications of a particular manager, his attitude towards the staff, and identifying problems. Adjusting 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 their work. If measures are not taken in time and the causes of turnover are not found out, a negative atmosphere is formed in the company, which contributes to the poor-quality work of the entire staff of the company.

And don't be afraid to fire bad employees who are dragging the entire department down. Incompetent, lack of initiative employees interfere with the development of the company and give rise to a negative attitude towards their duties to other employees. Getting rid of such a "specialist" will bring the work of the department to a new level and reduce staff turnover in the long run.

zhazhda.biz

Characteristics of ways to reduce staff turnover

Ways	Target
1. Optimization of the composition of the workforce. 2. Creation of modern working conditions. 3. High wages for workers. 4. Rational style and methods of leadership. 5. Formation of a healthy moral and psychological climate. 6. Skillful management of conflicts and stress. 7. Attention to the needs of employees. 8. Realization of potential abilities. 9. Reaction to the analysis of staff turnover.	Compliance of business and moral qualities of candidates with the requirements of the workplace. High performance, no accidents and injuries. Employee engagement and social justice at work. A combination of demanding leadership and business ethics. Creating an atmosphere of mutual demanding and support. Prevention and legal resolution of conflict situations. Solving social and domestic problems in the workplace. Opportunity for training, professional development and career development. Study and elimination of the causes of increased staff turnover.	Organization of effective competitive or professional selection from a sufficient number of candidates. Implementation innovative technologies, certification of workplaces, safety checks. Direct dependence of remuneration on the results of work, distribution by the head bonus fund with an asset. The release of the team from odious personalities, the formation of a team, reliance 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 recreation. Objective assessment of abilities and career aspirations when hiring, assistance in development and advancement in the organization. Special attention to problematic units, certain categories workers, the younger generation.

Of no small importance is the rational age and qualification composition of the labor collective with an even distribution of workers by age and qualification. It is known that the most risky age for switching 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, the growth of qualifications, as well as the adaptation of the employee in his work team. Therefore, a stable workforce predominantly has a higher level of qualification.

studfiles.net

A high level of staff turnover is the cause of the economic losses of the organization. He also provides Negative influence on the morale of the remaining employees, work motivation and dedication to the company. When employees are fired, the existing ties in the team are destroyed, this can lead to the fact that the turnover becomes an avalanche. It also happens that entire departments leave the company. Thus, employee turnover reduces the efficiency of employees and negatively affects corporate culture.

At the moment, many Russian companies face this problem. But despite its severity, many organizations lack "retention programs."

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

How can you tell if your company has a high turnover rate?

The employee turnover rate can be measured using the following formula:

Staff turnover = (number of employees laid off per year) ×100 ÷ (average number of employees per year)

The number of dismissed employees for the year 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 figure may be higher depending on the specifics of the organization. Thus, the turnover of low-skilled personnel is much higher than the turnover of employees of the administrative and managerial level. Another thing to consider is the scope of the company. For example, in a restaurant or cafe, a figure of 30% is acceptable.

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

Causes of staff turnover

Staff turnover does not occur in a vacuum. 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 layoffs:

• poor-quality recruitment, associated with the desire of recruiters to close the vacancy or the fact that the applicant did not receive complete information about the job;
• poor adaptation of a new employee may lead to dismissal during a probationary period;
• dissatisfaction with management, management methods;
• poor psychological climate in the team;
• unfavorable working conditions: cramped and poorly lit rooms, low-quality equipment or its absence, etc.;
• lack of career growth, professional development, training;
• dismissal of other employees;
• the prospect of receiving higher wages in another place of work;
• job dissatisfaction.

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

How to prevent employee turnover?

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

1) Carry out high-quality recruitment. Hire those applicants who have the necessary competencies and meet corporate culture organization, its goals and mission. At the interview, provide the future 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, attract more experienced staff.

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

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

5) Give employees as much work as they can get done. So they will feel that something depends on their activities. In addition, constant employment causes a feeling of stability.

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

7) Do not force employees to work overtime and on weekends. Try to meet the needs of the team, for example, make the work schedule more flexible if necessary. Evaluate the work not by the number of hours worked, but by the results achieved.

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

Vladimir Yakuba, Director of Tom Hunt.

hr-portal.ru

Are you familiar with the situation when employees of the enterprise change frequently? Surely familiar, moreover, "churn" - the most unpleasant factor for the growth of production and further development of the company.

First, let's understand:
• what is staff turnover?
• what forms does it take?
• what influences;
• what problems does it solve

Types of staff turnover

Staff turnover is the movement of employees in and out of the company's staff. That is, how many people came to work for the company and how many left in a certain period of time, usually 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, made up his mind and left, taking his documents. With psychological fluidity, not everything is so simple, and it is perhaps the most terrible enemy for labor productivity, and hence for the growth of profits of the enterprise.

Psychological fluidity is when employees are physically at the enterprise, but internally these people have long waged a hidden, perhaps not fully realized, war against the company's management.

How is an undeclared war being waged?

Signs of psychological fluidity:
• employees are often in the smoking room or for a cup of coffee;
• half of their working time is in social networks, on third-party resources, playing games;
• like to talk a lot with colleagues on everyday topics;
• often late, skipping;
• often go on a "sick leave" (for viral, operative 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 kind of “uncle”, hence the poor quality of 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 blame management, company managers are enemy No. 1.

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

High-quality accounting of working hours is a reduction in staff turnover

It can be achieved by recording the working time of employees, 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 employees, because the quality of the tasks performed affects the growth of production, the profit of the enterprise.

Time tracking software "OfficeMETRIKA":

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

That solves many important problems:

1. The very realization that the program is 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, it is already possible to achieve a 30% increase in labor productivity in a month, as a result - an increase in production. For 1 year of using the OfficeMETRICA program, a small enterprise saves up to 1 million rubles a year.

3. "OfficeMETRIKA" helps to improve corporate security.

4. It only works on local network, does not intercept sensitive 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 understandable graphs. They clearly show who, how much time and what they did.

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

"OfisMETRIKA" and the authority of the Head

A fair decision of 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.

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

To make sure of the effectiveness of OfficeMETRIKA, we suggest downloading the free version.

office-metrika.ru

In the business world, high employee turnover is a serious problem. Economic studies show that in some industries, finding, training and hiring one employee takes up to one-fifth of his annual salary. If staff turnover is too high, it threatens the company with serious expenses that may not pay off. By improving working conditions, improving your hiring strategy, and optimizing your company organization for employee retention, you will keep employee turnover to a minimum.

Steps

Part 1

Improvement of working conditions

Pay more (or let employees know how to get a raise). If you pay your employees more than your competitors, then your company will not have noticeable employee turnover. An additional benefit of a salary increase is that it allows you to expand the range of responsibilities of your employees - highly 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 money for a pay rise, get creative. For example, offer employees stock options in the company; it is an inexpensive way to increase employee earnings in the long run. By owning shares in the enterprise, employees will try their best to make the company more profitable and its share price to rise.

1. Get promoted. Employees like it when their work is rewarded. As a rule, most employees expect not only material (salary, bonuses, shares), but also non-material rewards. Here, the promotion of successful employees up the career ladder often acts as an intangible reward (by appointing them to a higher position, you increase their responsibility). An employee who has grown to a leadership 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 the relevant issues with your employees.
   • Try to appoint to leadership positions people working in your company, and not employees from the outside. If you hire such employees for management positions, when your company has competent employees with many years of experience, then the employees of the company may get the impression that you are not interested in their promotion.

2. Balance your workload. If employees' work is stressful, monotonous, or extremely difficult, then your employees will leave for companies with less intense workloads. Never force your employees to work to the point of exhaustion - this is the first reason for the mass transfer to another job. In addition, it is inefficient from a financial point of view - employees with a large workload need to be paid more.

   Offer perks. Increasingly, people job seekers, do not just look at the level of salary, but also on the benefits offered or other benefits, such as health insurance, options to purchase company shares, corporate pension. By providing employees with these perks and benefits, you will make working at your company more attractive and reduce employee turnover. Review your company's benefits package regularly (at least once a year).

   • Find out what perks and benefits your competitors offer to employees. If their benefit package is more generous and valuable, they will poach your best employees.
   • By offering good health insurance, you make working at your company especially attractive, reduce employee turnover and make it easier to hire employees. In addition, good health insurance for your employees is a profitable investment in the long run, as healthy employees are efficient workers.

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

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

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

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

   Part 2

   Recruitment Strategy Improvement

   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 vacant position. Choosing an employee with the right qualifications and personality will ensure that they learn faster, perform better and, most importantly, feel at home. The following are some of the most important criteria for selecting the right candidates:

      • Skills. Does the candidate have the necessary skills to add value to your company?
      • Intelligence. Does the candidate have enough intelligence and talent to work under stressful conditions?
      • Personal characteristics. Does the candidate fit with your corporate culture?
      • Duties. Will the person cope with the duties assigned to him?

   2. Talk to employees. Regular employee surveys, in which you (or another qualified professional) 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 learn about their problems at work. places. If you are unable to conduct such surveys, hire a professional from a recruitment agency.

      • Such surveys can serve as a source of new ideas. For example, if a worker gets tired of sitting at his desk all day long and suggests setting up a desk that you can work while standing on, do so; the employee will be happy, and it will cost you very cheaply.
      • Don't use these surveys just to criticize your employees - they should be able to criticize you. Be prepared to listen to reasonable demands from employees.

   3. Interview exiting employees. Employees leave even the best companies. Use this moment to have a frank conversation with the departing employee. Business experts have found that some employees are more forthright in such conversations, while others are reluctant to criticize management or the organization in the hope of getting good referrals. In any case, talking to a departing employee is your last chance to find out what is wrong with your company and correct the shortcomings. Here are some questions you can ask a departing employee:

      • “What is 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 ascertain and assess employee concerns. It is not enough just to ask employees what they do not like - you must solve the problems of the company and report it to employees. If your employees can see that their comments and suggestions are being translated into action, they will be sure that they are being listened to and that their opinion matters for the work of the company.

      • For example, if many employees do not understand how their work affects the development of the entire company, arrange monthly team meetings where employees from various departments can communicate with each other and understand how the work of individual parts of the organization affects its success.

   Part 3

   Retention measures

   1. Raise 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's policy (for example, salary level or work schedule) or in the management style of the head of the department (department). If this is the case, consider retraining the managers of the problematic divisions of the company (before they are fired and searched for a replacement). The cost of an advanced training course for a manager is usually much less than the cost of finding a new highly qualified employee for a highly paid managerial position.

      Find other positions for dissatisfied employees. Sometimes good workers are simply not suited to the job they are doing (and therefore seem inefficient). 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 bear the cost of finding a new person, while your company already has a competent employee.

      • If you are transferring an employee to another position, file it accordingly. Don't tell him that he's not doing well and that he might be better suited for other duties. Instead, focus on positive points in this person's work and tell him that you have found a more important job for him. How you present an employee with his transfer to another position depends on whether the employee considers this 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 workers tend to be afraid of 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 carry out gradual changes.

      • If a company reorganization is unavoidable, tell employees why the reorganization is necessary and reassure remaining employees that their jobs will be saved. Even after that, 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 contribute to the development of negative work attitudes among other employees by setting a personal example when bad job remains unpunished. Get rid of such an employee - this way you will reduce staff turnover in the long run.

      • Do not ignore the negative attitude to work! Research shows that employees with negative work attitudes have a negative impact on employees who are satisfied with their jobs.

      ADVICE OF THE SPECIALIST

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

What is staff turnover

Staff turnover is understood as a change of job by employees, the cause of 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 fulfill his duties in full. The percentage of employee turnover indicates the frequency with which a specialist finds and leaves jobs.

Staff turnover is a real organizational disease for modern Russian enterprises. A situation such as the dismissal of an employee from one company with subsequent employment with another employer based on his own desire, also refers to the concept of employee turnover. Continuous staff turnover can also occur as a result of neglecting factors social efficiency. If the company's staff turnover rates are at a sufficiently high level, then this can be considered as an alarm signal, indicating that the company's work team is not sufficiently cohesive and reliable.

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Staff turnover can be of different types:

• intraorganizational — personnel changes directly within the enterprise;
• external— the 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 movement of staff(up to 5% per year) is a normal phenomenon for any enterprise.

Regarding the last point: if the 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 the labor potential, the enrichment of the team with fresh forces and ideas. High employee turnover leadership positions will have a rather negative impact, causing stagnation and lowering performance. In addition to this, a wave effect can occur, in which other employees begin to leave the company after the leader leaves the company. An unpleasant moment can also be the situation when “fresh” specialists who have studied at the expense of the employer leave the company. In this case, the company's costs for training activities remain unpaid, and the company incurs financial losses.

It is very important to understand what causes staff turnover. After all, as in the case of a real disease, the disease called “employment turnover” should be treated starting from the causes, not from the symptoms.

1. Often it is the ill-conceived 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 receive their commission, the candidate himself wants to find a job as soon as possible - all these factors often lead to the dismissal of newly hired specialists.
2. Problems with adaptation in a new team or lack of a well-organized onboarding process during probationary period often push a new employee to decide to change jobs.
3. People spend most of the day at work, so comfort is an important factor influencing an employee's decision to stay with the company for a long time or leave it 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, then 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 increase his official position or receive a higher salary. If there are no such opportunities in the company, then the employee is likely to leave the company. It is important to understand that the motivation for employees is not always financial 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 by one, following like-minded people, colleagues, associates.
7. Unprofessionalism, inability to adhere to the agreed deadlines and work harmoniously in a team - all this can lead to the fact that the manager wishes to part with this employee.

Analyzing staff turnover, it is possible to identify some factors that directly affect the turnover of specialists in the company:

• age(the greatest risks are the hiring of young professionals whose age is below 25 years);
• insufficient qualification: highly qualified specialists rarely move from place to place;
• territorial remoteness of the employee's home 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 employees of the company who have worked in it for less than one year by the number of new employees hired by the company in the past 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 of a particular group of specialists who started working at the same time leave the company. The identification of the employee turnover rate helps to calculate the amount of costs arising from constant layoffs. Often this process incurs serious financial losses for the enterprise.

• Calculation of the staff turnover rate

The staff turnover rate is determined depending on:

• the number of retired employees per year;
• staff turnover;
• stable labor index.

The layoff rate and the calculation of staff turnover allow you to calculate the costs of the enterprise resulting from the dismissal of employees.

• Staff turnover: calculation formula

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

• Ktek— staff turnover rate;
• Khszh- the number of employees who voluntarily left the company for a certain time period;
• HDPS- the number of those who were fired by management for not showing up for work, having a criminal record or violating 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 payroll number of employees in the company should be noted at the beginning of each month (on the first day). At the end of the reporting period, using this formula, it will be possible to determine the indicator of the average headcount:

S = ((S1 + S2) : 2 + (S2 + S3) : 2+ … + (Sn + S1n) : 2)) : n

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

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 team stability and errors in personnel policy.

How much does staff turnover cost a company?

• the volume of production that will be lost when a specialist is fired;
• additional payments to employees temporarily acting as a specialist who 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;
• expenses for the search and selection of applicants for a vacancy;
• spending on training employees;
• administrative expenses for the removal of the dismissed person from payment documents;
• drop in productivity during the internship of newcomers.

Expert opinion

Analysis of the causes of staff turnover

Sergei Tikhonov,

HR Director, Megafon Retail, Moscow

One of the biggest business problems these days is employee turnover. During the 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 staff 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 staff turnover. In comparison with last year's figures, we managed to reduce the level of turnover by 1.5 times. Let me share some of the ways that helped us achieve this result.

Pay attention to the following three aspects:

1. Who is leaving. Simply taking into account employee turnover in an organization will 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 of the company, specialists in senior positions leave.
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 openly talk about the reasons for dismissal, such as low salary, relationship 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 about what could have caused the employee to leave. Such an integrated approach allows you to obtain the necessary information. Sometimes HR staff conduct surveys former employees some time after leaving. It became clear that this method is most useful in regions, in those branches of the company, where a sudden number of layoffs was noticed.

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

Who should be responsible for employee turnover in the organization

It will only be possible to influence the reduction in staff turnover when each head of our salons feels personally responsible 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 financial incentives. It's more like one of internal rules. For managers with a high turnover rate in the department, we offer jobs that are not related to management, or fire them. High rate staff turnover demonstrates that the specialist is not able to effectively manage his team, which leads to a general decrease in the potential of the business and the illiterate use of salon resources.

What is the negative impact of high employee turnover on the 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, an employee realizing that the work he started to do is actually far from his dream . Therefore, before using methods to combat employee turnover, evaluate its consequences.

It is quite clear that employee turnover leads to an increase in costs for:

• Search;
• selection;
• reception;
• registration;
• induction of new employees.

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

If any important position for the company is open, then this work should still be done. Since there is no specialist, the amount of work is distributed among employees, for whom an additional load is created. If the management does not reward their employees who perform an increased amount 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 encouragement for a more intense work schedule.

One of the accompanying effects of employee turnover is that there are many new employees in the team. Naturally, new employees at first do not perform their 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, the newcomer lacks coherence in work until he is inducted into the position - accordingly, mistakes are inevitable, due to which the company receives less profit or is forced to pay for them.

In addition, high employee turnover in the company prevents employees from creating involvement and high motivation for work, some of the employees may become disappointed and lose a sense of stability. Another big disadvantage of high employee turnover is the negative reputation of the company, which can be created by employees who have left and remained dissatisfied with something. With a high turnover of staff, there are more such people, the image of the organization in the eyes of other potential employees is deteriorating, and after all, there may be excellent specialists among them.

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

1. Competitive salary. The underestimation or overestimation of wages of employees is the cause of unreasonable financial losses for the company. It is necessary to analyze rates, sick pay, benefits and vacation pay with the involvement of specialists in this field.
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 wage payments can affect the increase in the percentage of staff turnover.
4. Optimization of working conditions for employees: possibility flexible schedule, comfortable office furniture, lounges and dining areas.
5. Refusal to do unnecessary work. You should avoid the situation when all the juices are squeezed out of employees, 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 make the company attractive to high-level specialists: it is important to create excellent working conditions, provide opportunities for career advancement and self-realization, and develop reliable insurance and bonus systems.

7 Conditions Affecting Reducing 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 they are with working conditions, the bonus system, and relationships with managers. The higher the degree of employee satisfaction, the less likely it is to leave.

Accordingly, employee turnover management is directly related to the value of the company for the employee. It is necessary to take into account some factors that affect the loyalty of a specialist in relation to his employer.

1. Salary

As a rule, in retail low-income people work. If the monthly salary of the seller is 20,000 rubles, then he strictly takes into account every 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 though his salary may be 10-15% higher compared to competing firms, with constant changes in the share of the variable part in total income employee, in case of fines or erroneous calculation of wages, the employee will regard such phenomena as factors that negatively affect working conditions.

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

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

2. Fines

At first glance, the system of fines and financial penalties may seem like an effective way to motivate employees: no one wants to be deprived of part of their salary due to any mistakes or blunders, therefore, employees will strive to make them as few as possible. But under such a system, employees also quickly lose confidence in the company: they will see fines as the desire of the manager to save the company money. For example, sellers do not regard fines as a fair way of punishment. They are more offended by a reprimand, demotion or dismissal. Even in these cases, the employee may accuse the company, but it certainly will not be an accusation of striving to get rich at his expense.

3. Security from the arbitrariness of the authorities

4. Work schedule

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

• sellers are allocated a clear lunch break;
• a convenient shift mode of work is offered: an employee works half the day as a consultant on the trading floor, communicates with customers, 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 are of the opinion that the most important thing is customer service. But one should think: would the client himself want to work with him an exhausted and exhausted salesman who works for weeks without a day off, not even having time for a full meal, not to mention 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 buyers do not differ from each other. You can change this state of your employees by offering them new opportunities:

• the possibility of moving up the career ladder (vertical growth), taking the vacant position of their leader. When managerial positions are vacated in a 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 an employee, along with the duties of a seller, to take on the functions of an expert, mentor or trainer;
• possibility of transition from trading floor to the office: this prospect may be of interest to many employees acting as salespeople;
• the opportunity to move to a new place of work: for example, you can transfer managers and ordinary employees to a neighboring branch to keep them feeling new. At the same time, employee loyalty will increase if their new workplace be closer to where they live.

6. Maturity of leaders

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

7. Customized 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 similar outlets it is very difficult to find suitable candidates. Often for this reason they are forced to close. Wherein good conditions employment today is far from the only success factor in attracting employees: when choosing an employer, candidates pay attention to how the management is ready to solve their problems, how much free time is offered, what development prospects an employee may have in this place, features of the remuneration system, the opportunity create your own work schedule. Judging by current trends, differentiated methods of attracting and retaining employees will soon be in demand, 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% - the maximum rate for those who completed the plan).

Workers get used to the standard of living that they achieve with their high earnings and do not want to lower it, which indicates the desire to maintain a high level of ability to work. With a large percentage of profit from transactions, employees will not have the desire to steal or work "left". A high commission is also great at dealing with employee turnover.

Measure 2: Selecting the right people

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

• entrance test

This testing can be called tough, but effective. Of the 10 candidates, only three are selected, but they 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. Do not give clues to candidates about exactly how and where to look for clients. A promising candidate will not spend much time on this task. If there is no call from the candidate on the first day, there will be no after. Thanks to this test, you can immediately see how interested the candidate is in the work, initiative, whether he is well aware of the features of the business that he decided to do in the company.

• Psychotype assessment

Let your applicant answer simple questions- Assess your 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 human brain is active at the time of decision making. Those people who have a more developed left hemisphere, in sales, as a rule, do not show outstanding results: it is not easy for them to communicate with customers. But in technical areas, they will, on the contrary, be more talented and successful than people with right-brain thinking, who are more inclined towards creative work. Filling in the table by the candidate allows you to determine priorities: draw a line in the middle and you will see which side of the brain is more actively used: the right or the 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 the admission of a new employee to the company. Even at the interview stage, you should ask the employee what his salary was at previous place work. Multiplying given figure by 10, name the resulting amount to the employee and ask him how he would manage the money if it were his bonuses. By the answer, one can judge the life priorities of a person.

• Family. The main values: the well-being of relatives and friends, especially children, coziness and comfort. The first and main item of expenditure for such a person is the family.
• Confession. Recognition and admiration of others are very important for such a person, he dreams of becoming a media hero.
• Comfort. For such an employee an important factor there will be the possibility of a flexible work schedule, since during the year he prefers to rest several times.
• Security. The set of values ​​of this specialist: stability, guaranteed income, secured pension. Such people, as a rule, always take care of 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 are important for recognition and fame on the company's website or on the honor boards in the office, as well as publish articles about them in the regional press. For "family men" the best reward will be money, tickets to the zoo, theater and other events for the whole family. For lovers of comfort and relaxation, vouchers to the resort will be the best gift. Employees who value stability and security most of all in life will be optimally encouraged by paying for their life insurance.

Measure 4. Super performance reward

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

Measure 5. Weekly learning meetings

Measure 6. Mentoring

For the first time, a new employee works under the guidance of a mentor, who receives part of the profit from his sponsor's transactions. It is therefore important for a mentor that his student achieve real results in his work. This system it is very useful both for a new employee, who is facilitated by the introduction to his position and adaptation to the team, and for the employee in the role of a mentor - after all, thereby increasing his status in the team.

Measure 7. Reserve fund

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

• Supporting the company in times of crisis.

In difficult financial times, the company may not have enough funds for advertising and promotion of products.

• Reducing the risk of losing customer contacts when an employee leaves. The Fund helps to avoid a situation where an employee leaves the company in an offended manner, defiantly slamming the door. If a person knows that his personal money remains in the fund, he will have more motivation to complete in a good way and transfer all his affairs and important data.
• An unexpected bonus. When there is a surplus in the fund, you can organize the issuance of bonuses to employees. For example, time it to public holidays or vacation period so that employees with good mood could take a well deserved break.

Measure 8. Support in difficult situations

The Fund will provide significant material support in difficult situations of an employee. It is always very valuable.

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

Today there are simple turnkey solutions that apply to any business.

1. In the company "Sberbank" the level of staff turnover was reduced by 23% in two years. This result was achieved thanks to the active involvement of the bank's managers in the search for a solution to this problem. Sberbank specialists found out that the main competitive advantage bank are its employees. Therefore, efforts were directed to maintaining a team of specialists with the help of various ways including the introduction of a mentoring system. Each newcomer was assigned a mentor, who was also his immediate supervisor.

2. An interesting tool for reducing staff turnover was found in one luxury hotel of the Moscow Hotel Lotte chain. The company revealed a trend: if a manager in any department left, then after a while other employees left the company after him. It is interesting to note that the surge in layoffs occurred regardless of whether the leader was popular and recognized by employees or not. This phenomenon indicates that the dismissal of a manager is invariably stressful for department employees, 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 give 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, often regular customers hotel. They shared their stories and biographies, ways of achieving success, impressions of the hotel, gave recommendations and talked about the relevance and importance of such a profession as a hotelier.

3. The Green House Company solved the problem of turnover of seasonal workers with the help of an attentive attitude towards employees: great attention was paid to the cleanliness and hygiene of living quarters for workers, working conditions were constantly checked. The company sought to respond to all the needs and requirements of the workers and did this 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 for 3-4 hours and received piecework, respectively, for these hours and for the implementation of a certain plan. This decision helped to increase labor productivity in the company several times compared to if the same work was done by an employee on a permanent basis, working full time.

Expert opinion

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

Olga Shcherbakova,

Executive Director of PERFORMIA, Moscow

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

It should always be clear who is hired: often a new employee is hired only because of an excellent resume or on the basis of successful interview, while the employee, as it were, closes the "hole" in the company. It is very important not only to simply accept an employee, but also to understand whether he corresponds to this position. For example, a secretary for a tough leader must also have a strong and “impenetrable” character that will allow him to withstand criticism, pressure, and dynamism in work. Such an employee should be able to 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 a day - then in this case, a candidate for the position 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 the desire to work to the maximum of one's capabilities and with an eye on the final result. It is these workers who stay in the company for a long time, they are not embarrassed by minor household flaws. Such people like to be active and are highly efficient. It is 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 final results.

You should worry about staff turnover only when really valuable specialists leave the company. If “ballast” leaves the company, the company will only benefit from this, as it will become easier and faster. In order to retain key or promising talent, there are some important principles to follow. First of all, this applies to leaders:

1. Treat your employees as the company's most valuable asset.
2. Let employees take the initiative.
3. Praise and encourage them for their performance in front of other people.
4. Critical remarks are best expressed in private, in a personal conversation.
5. Reward them with exactly what is of particular value to them.
6. If you notice that employees are upset or depressed about something, do not miss such moments - try to immediately understand what is the cause of the upset. If there are problems, support the employee, offer help, become a mentor.

Information about experts

Sergei Tikhonov, since 2003 he worked in the Euroset company. Since 2006 - in the company "Telephone.Ru" as a corporate trainer, and then director of sales. Since August 2009, he has been working at MegaFon Retail as the head of the business process development and implementation department. 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 communication stores includes more than 1,800 facilities in 470 Russian cities.

Olga Shcherbakova, executive director of PERFORMIA, Moscow.

PERFORMIA LLC. Field of activity: consulting services in the field of selection, hiring and evaluation of personnel. Territory: head office - in Södertälje (Sweden), representative offices - in 25 countries; the head office for the CIS countries is in Moscow, representative offices in Russia are in 11 cities. Number of personnel: 100 people (in 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 useful process. New employees bring fresh ideas and mechanisms of work, adding their individual experience to a large treasury of knowledge of the organization. Meeting and training the “newcomer” refreshes the atmosphere in the team. So why not put up with staff turnover - so rewarding and refreshing?

Quality suffers

The main reason why staff turnover should be dealt with 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 valued here. Attitude towards work becomes alienated. Employer credibility is shattered. In response to the position “There are no irreplaceable ones”, the counterargument “I don’t owe anything to anyone” is always put forward.

Problem Diagnosis

Staff turnover, as a rule, is determined by the percentage of dismissed to those who arrived 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. Higher percentages of turnover in non-prestigious places can also be attributed to natural rotation: someone has to work in positions that are not very promising - where they do not linger for a long time.

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

Staff turnover calculation

• For large organizations

Within one month, six new employees were hired in different departments of the organization. Two weeks later, one of them quit, and one week later, the other was fired. Thus, after a month of work, only four new employees out of six hired were left. As a result, the “leaving” indicator, which shows the level of turnover, amounted to 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 considered is typical, and 20% or more of the new hires systematically leave the new staff during the first four weeks, then this is cause for alarm.

• For small organizations

At small organization the need for new employees is 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 - a year. For example, seven new employees were hired during the year. In the first month of work, for various reasons, two were fired or quit. Thus, the exit is 28.6%, which is also abnormally high for any organization.

Errors in personnel management as a source of problems

Two main groups of reasons for increased personnel rotation can be distinguished - these are errors in the personnel management (management) strategy and errors in the recruitment strategy.

It is known that personnel management is a real science. Maybe even art. Real virtuosos ensure that their team goes to work with joy, goes home with a slight sadness, and works enthusiastically on weekends. In a word, like the classics - Monday starts on Saturday. Those who neglect the art of management get a routine instead of work, and instead of an established team, new faces every day. Consider the most common mistakes in the strategy of personnel management.

• Leadership 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 employee turnover because they do not deal with 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-made specialists can be taken into the organization directly from the labor market.

• Working conditions

Conditions have been created for the majority of employees of state (municipal) institutions in terms of social guarantees, medical care, providing 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 longer than previously agreed upon at the interview. For civil servants, such processing is generally the norm.

In addition, the public sector still lags far 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 of promotion career ladder, which is based not on the talent and achievements of the employee, but on the time spent by the employee in a particular position. That is, the 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 career growth and self-realization opportunities are much wider in business.

• Working environment

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

Recruitment strategy mistakes

If the cause of frequent staff turnover is difficult to diagnose, then it is possible that errors occur at the recruitment stage. The phrases: “I imagined my work in a completely different way”, “I didn’t think that I would have to do this” indicate that the current recruitment strategy provokes staff turnover. Here are the most typical mistakes allowed at this stage:

1. Spontaneous selection . The selection of specialists is reduced to the selection 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, a regular change of employees in one position in a short period of time is considered as a completely normal phenomenon.
2. Lack of unified selection standards . When selecting candidates, it does not take into account how applicants generally correspond to the culture, goals and objectives of the organization. The main selection criterion is the extent to which employees are suitable for a particular vacancy. As a result, the team turns into a motley mass, reacting inconsistently to the same events in the life of the company or changes in the external environment. This principle of recruitment makes it difficult for the management of the company 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 features of a particular leader are not taken into account, but a candidate is selected with whom it will be interesting to communicate with the rest of the staff.
5. Inadequate assessment of the qualities of the candidate . This deficiency can manifest itself at various levels and in various types. For example, in the form of a profanity in the selection of personnel by the head of the department - from the willingness to hire almost anyone who wants to, to unreasonably high requirements. Another example - priority is given to non-core requirements (features appearance are valued higher than professional qualities, etc.).
6. Too high or too low requirements (as a whole for the organization or in individual units). 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. In the event that an employee was hired who “grew” from the position at the time of joining the organization, then the only way to solve the problem is to expand the employee’s functionality. That does not always coincide with the mutual interests of the employer and employee.
7. Unbalanced candidate decision-making process . This system 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. It is not considered a good reason for procrastination vacation or business trip of the head, 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 reward system, about the range of his professional duties. Gaps in information lead to disappointment - in the employee on the part of the employer or in the work on the part of the employee.

How to make a difference

When management errors are discovered, it would seem that it is easy to correct the situation: the errors are obvious or are detected by the simplest research (for example, an anonymous survey). But, on the other hand, it is difficult to correct them, because such an organization structure, 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 can stop staff turnover, increase loyalty, without undermining the authority of the organization and its leadership. A retention campaign may consist of the following measures:

• development of a system for the selection and adaptation of personnel;
• development of a personnel motivation system;
• creating a mentoring system for newcomers;
• creation of temporary groups of employees to work on projects;
• conducting a system for assessing employees and forming a personnel reserve;
• development of staff rotation and advanced training programs for the purpose of staff development and career building;
• certification of workplaces in terms of working conditions and their timely equipment with technical innovations.

In order to eliminate errors at the stage of recruitment, it is necessary to take a number of measures:

• develop a single standard for recruitment and approve it before the head;
• develop and implement a unified mechanism for making decisions on candidates;
• determine what is the optimal decision-making process for candidates (not drawn out 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 an assessment system personal qualities candidate, taking into account a single selection standard and the characteristics of a particular vacancy, development of an assessment scheme professional qualities candidate with the participation of industry experts;
• informing candidates about the specifics of the job, official duties, system of rewards and punishments, etc.;
• plan ahead for staffing needs. As a rule, upon dismissal of an employee, an organization has two weeks to select a new specialist. In case of emergency selection should be formed personnel reserve, and the organization should develop and implement the principle of interchangeability of specialists.

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