Staff turnover management in the organization. Management of the staff turnover process and methods for reducing its level. Worker career

Dismissal of employees with their subsequent replacement can be a surprisingly expensive event for the organization, so staff turnover must be managed, reducing it to an acceptable level.

The cost of staff turnover increases when workers are more specialized, when they are more difficult to find and they require more thorough training.

According to R. Bennett, the cost of staff turnover consists of the following components:

A lower level of production during the training of beginners;

Lost production volume during employee replacement;

Payment overtime work other employees forced to perform work during the period of employee replacement;

Possible use of more skilled workers in a simpler job pending replacement;

The cost of marriage and waste during the development of a beginner's work;

Cost of attraction, selection and medical examination;

Training costs;

Administrative expenses associated with the removal of the resigned from the payroll and the inclusion of a newcomer.

Staff turnover causes considerable damage to the company. Today, according to estimates of domestic and foreign experts, the cost of replacing a worker is 7-20% of his annual salary, specialist - 18-30%, manager - 70-100%.

According to the research of I. Grigorieva, the costs are:

To replace workers, 7-12% of their annual salary,

Specialists - 18-30%,

Managers - 20-100%.

The other side, which ultimately affects costs, is the loss of time. It takes up to 2 months and a month to find a suitable replacement for the deceased, and a month to fill out a new employee for work, retraining and adaptation.

Thus, with a high level of turnover, the organization can incur significant costs, which are not always obvious at first glance.

Therefore, the basis for controlling the movement of personnel is the establishment of regularities in the process of staff turnover. Knowledge of these laws makes it possible to determine the most effective managerial influences.

The dependence of the intensity of staff turnover on socio-demographic characteristics is so significant that it cannot be neglected.

Knowing the laws governing the personal characteristics of an employee on his tendency to move allows you to:

First, predict the number of layoffs,

Secondly, to find ways to mitigate the negative impact of these factors.

Known, for example, is the experience of determining the future level of staff turnover depending on the time spent by employees in the enterprise.

A detailed study of staff turnover is carried out using special surveys in two directions:

1) to create a general portrait of those leaving (based on information about gender, age, marital status, number of children, total and vocational education, length of service, tariff category, disability, salary for the last few months);

2) to study the reasons for leaving, which may include non-use by profession, dissatisfaction with work, working conditions and working hours, earnings, inability to study, poor relations with the administration and colleagues, childbirth, lack of places in child care facilities, long trips. In large organizations, it is advisable to analyze the data on turnover by professions, departments, positions, reasons, and age groups who quit. An in-depth analysis can be carried out once a year, and a quantitative assessment by units - monthly. This allows you to clarify the reasons and timely provide for activities to consolidate personnel.

The gradual reduction of the yield level to an acceptable value can be represented, in particular, through the possibility of planning upcoming layoffs, linking the dismissal processes with the hiring processes, and helping dismissed employees. To address these and other issues, it is necessary to proceed from specific situation at the enterprise.

The methodology considered below involves an ordered phased activity, the implementation of which should be assigned directly to the personnel service of the enterprise.

All HR management activities within general management personnel can be represented in the form of the following successive stages, presented in Fig. five:

Fig. five. Staff turnover management steps

STAGE 1. Determination of staff turnover. At this stage, it is necessary to answer the main question - is the level of turnover so high that it leads to unreasonable economic losses, loss of profit by the enterprise.

2 STAGE. Determining the level of economic losses caused by staff turnover. This is a very important stage and at the same time one of the most time-consuming, since it requires special data.

The fact is that with the start of economic reforms in the country, one of the first management aspects that enterprises began to neglect was the regulation of labor, which was originally designed to identify the reserves of labor productivity. The enterprises that keep track of the costs of working time are developed, complied with and regularly reviewed labor standards; today, we can name a few.

Conduct economic assessment staff turnover of the organization is possible using the following calculation formulas:

1. Losses caused by interruptions in work are defined as the product of three indicators: the average daily output per employee, the average duration of interruptions in work caused by turnover and the number of employees retired due to turnover:

P lane \u003d B * T * H t, (12)

where: P lane - losses caused by interruptions in work;

In - the average daily output per person;

T is the average duration of the break caused by fluidity;

H t - the number dropped out due to fluidity.

2. Losses due to the need for training and retraining of new employees. They are calculated as the product of training costs, the share of turnover in the total number of retirees, divided by the coefficient of change in the number of employees in the reporting year compared to the base:

P o \u003d (Z o * D tech) / K ISM, (13)

where: P about - losses caused by the need for training and retraining of employees;

З о - expenses for training and retraining;

3. Losses caused by a decrease in labor productivity of workers before dismissal, ie cost of products not received. Defined as the product of the coefficient of decline in labor productivity, its average daily level, the number of days before the dismissal of employees who retired due to turnover:

P ol \u003d C pb * K sp * H y, (14)

where: P ol - losses caused by a decrease in labor productivity of workers before dismissal, i.e. cost of lost products;

With RV - average daily output;

To sp - the coefficient of decline in labor productivity before dismissal;

H y - the number of days before dismissal, when there is a drop in labor productivity.

4. Losses caused by the insufficient level of labor productivity of newly hired workers. Defined as the product of the number of employees who retired due to turnover, the sum of the products of indicators of the average daily output of the worker in each month of the adaptation period, the monthly rates of decline in labor productivity and the number of days in the corresponding month:

P pr / new \u003d S moat * K m * H m, (15)

where: P pr / new - losses caused by the insufficient level of labor productivity of newly hired workers;

C moat - the average daily output of the worker in each month of the adaptation period;

K m - monthly coefficient of decline in labor productivity during the adaptation period;

H m - the number of days in the corresponding month.

5. The costs of recruiting staff as a result of turnover. Defined as the product of the costs of recruitment and the proportion of turnover in the total number of those quitting, divided by the coefficient of change in the number of employees:

Z n / tech \u003d (Z emb * D tech) / K ISM, (16)

where: Z n / tech - the costs of recruitment as a result of turnover;

Z nab - the total cost of the set;

To ISM - the coefficient of change in the number of employees equal to the ratio of the number of employees at the end of the period to the number at the beginning of the period;

D tech - the share of excess turnover, turnover in the total volume of personnel.

6. Losses from marriage in newly arrived workers. They are defined as the product of the total amount of losses from marriage, the share of losses from marriage among people who have worked up to one year, the share of turnover in the composition of those who left, divided by the coefficient of change in the number of employees:

P bn \u003d (B total * D br / n * D tech) / K ISM, (17)

where: P bn - losses from marriage for beginners;

B total - total loss from marriage;

D br / n - the proportion of losses from marriage in persons who have worked less than one year;

D tech - the share of excess turnover, turnover in the total volume of personnel;

To ISM - the coefficient of change in the number of employees equal to the ratio of the number of employees at the end of the period to the number at the beginning of the period.

The total amount of economic damage caused by staff turnover is equal to the sum of all private losses.

3 STAGE. Determining the reasons for staff turnover. A high level of staff turnover may be caused by the specifics of the production and economic activities of the enterprise or by the imperfection of its management system. In the first case, there is no problem as such and no solutions are required. In the second, efforts should be made to find bottlenecks in the enterprise management system.

The reasons for the dismissal of workers from the enterprise can be analyzed in two aspects. The first will be based on a formal criterion that separates the grounds for termination of employment by legislative means - the grounds for termination labor relationslisted in the Labor Code of the Russian Federation. In this case, the list of grounds will be exhaustive, since the relevant provisions of the Labor Code do not provide for fundamentally different grounds for terminating the employment relationship.

The absence or appearance of precedents for dismissals for one reason or another leads, respectively, to a narrowing or expansion of this list. Therefore, one of the studies may be an analysis of personnel statistics of the enterprise. The obvious possibility of this analysis is its comparability - with similar data from other enterprises, the industry as a whole.

The second aspect is related to the determination of the motivational structure of retirement. It is based on real reasons prompting the employee to decide on leaving the enterprise. In this case, the statistics of the personnel service, at best, can only partially answer the question - why did the employee quit.

If you detail such criteria as “personal reasons” or “unacceptable working hours,” and then analyze the data, you can come up with real and reasonable recommendations for improving various aspects of the enterprise. For example, dismissals for personal reasons can be caused by a conflict in the link “boss - subordinate”, and, therefore, it is possible to identify shortcomings in organizational structure enterprises, decide on changing information flows, etc. On the reasons for dismissal for of one’s own will the age and sex structure of the staff may also indirectly indicate: men under 27 years old - due to leaving the army, women - taking care of the child, older workers - due to retirement. From this, recommendations can also be made. Therefore, the second study may be a survey of employees of the enterprise.

Finally, within this stage "Determining the reasons for staff turnover" it is possible to conduct a study of the management position (not only the head of the enterprise, but also his deputies, head of the human resources department, personnel manager, foremen, foremen, etc. will act as representatives of the administration). Research method - interview or questionnaire.

Thus, by our own efforts it is possible to conduct three types of studies within this stage, which will provide factual material for further analysis.

4 STAGE. Defining a system of measures aimed at normalizing the process of labor release, improving the dismissal procedure, overcoming excessive turnover.

For this, measures can be divided into three main groups:

Technical and economic (improving working conditions, improving the system of material incentives, organization and management of production, etc.);

Organizational (improving the procedures for the admission and dismissal of employees, the system of professional promotion of employees, etc.);

Socio-psychological (improving leadership styles and methods, team relationships, moral reward systems, etc.).

5 STAGE Determination of the effect of the implementation of the developed measures, improvement of the dismissal procedure, overcoming of excessive turnover.

Finally, when developing a program for eliminating excessive fluidity, it will also be necessary to conduct a comparative analysis of the costs of carrying out these activities and losses due to excessive fluidity. The management of the enterprise in this case should do the same as with financing any other business idea - if the cost of solving the problem exceeds economic effect from reducing turnover, it is possible to search for other, “cheaper” options for improving work with staff.

Since in the vast majority of enterprises the problem is precisely the high level of turnover, and not complete absence last, in practice, the management of staff turnover is expressed in the implementation of measures aimed at reducing it.

Fighting with fluidity itself is pointless. In order to reduce it, it is necessary to eliminate the causes that lead to its growth or contribute to maintaining a high level. Therefore, the next task should be the development of the complex management decisionsaimed at normalizing the level of fluidity, that is, bringing to a level below a critical value.

In order to facilitate the development of such events, it is necessary, in turn, factor analysis indicators of the level of turnover in various units, job and age categories. Carrying out detailed analysis hampered by a significant number of factors that affect the level of fluidity. Statistics in such cases uses the method of principal components, which allows you to identify and study factors that make the most tangible contribution to the overall result.

Obviously, a whole series of transformations is needed to control the yield level. The first stage involves the organization of events throughout the enterprise. Any transformation must begin with an analysis and optimization of the organizational structure. This is necessary to ensure that subsequent activities are as effective as possible.

Then it is necessary to analyze the existing system of remuneration and incentives, social security of employees. Moreover, the latter is of particular importance. If wages are essentially the same everywhere (expressed in monetary terms), then social security systems, the so-called “social package”, differ significantly in content and provide organizations with a unique opportunity to stand out from competitors. Moreover, unlike wages, the most successful version of the “social package” is not always and not necessarily the most expensive.

Finally, it is necessary to analyze the existing corporate culture. Despite the fact that this is one of the most important elements of managing any enterprise, practice shows that in many Russian enterprises there is no clearly formalized corporate culture as such, or it exists only on paper. As part of the measures to manage the turnover, the necessary changes should be introduced into the corporate culture of the enterprise, as well as measures to popularize the latter among the employees of the enterprise.

At the second stage, subdivisions and collectives are identified, on the turnover in which the measures taken at the first stage did not have the proper impact. Each such collective must be studied; the psychological climate in this team, the relationships between employees, the distribution of duties should be analyzed.

It is important to note that the achievement of positive results in the course of a complex of such events is not at all a reason to forget about turnover and focus on other problems.

The monitoring of the level of turnover should be carried out on an ongoing basis, periodically returning to certain elements of measures for managing staff turnover.

In the face of increased competition and lower profitability, many organizations are looking for reserves to increase their own profitability. One of these reserves is to manage the level of staff turnover, on which the efficiency of the enterprise depends to a large extent.

At first glance, staff turnover can inflict, and does only damage the organization. But is staff turnover always an extremely negative phenomenon that entails unnecessary costs and losses for the organization? This is actually not the case. Staff turnover also carries certain “healing” functions.

Today, staff turnover management tasks are no longer secondary to organizations. At the same time, forming an organization program to reduce staff turnover and retention, special attention should be given specific target audience, i.e. to form a motivation program in accordance with the goals of the organization to maintain the balance of its personnel. It should be understood that only “stars” and “above average” employees cannot work in the organization.

The study of the theoretical foundations of the problem of staff turnover and ways to reduce it led to the following conclusions:

1. Under staff turnover is understood the totality of dismissals of employees at their own request, as well as for absenteeism and other violations labor discipline.

2. The consequences of turnover depend both on its quantitative size and on the qualitative composition of the organization’s resigned (s) employees. This suggests that it is advisable to use in practice such concepts and characteristics as the quantitative yield rate and the qualitative composition of yield, which can be used to assess the situation in a particular organization with staff turnover. When conducting this type of assessment, it is important to understand that a complete lack of fluidity is an anomaly and a sign of an unhealthy atmosphere in the organization.

3. The fluidity close to zero does not at all indicate the effectiveness of the organization, such a picture can also characterize the situation of stagnation. On the other hand, excessive fluidity is an even more negative situation than its absence.

4. When analyzing the situation with staff turnover in relation to a particular organization, it is important to take into account not only the specifics of its business and the prevailing rates of turnover on the market. The development strategy being implemented by the organization should be taken into account. At the same time, for the organization at a particular moment in time, the value of the yield rate may differ from the generally accepted value, although the spread in the values \u200b\u200bin each individual business area should not be significant.

5. If the turnover in the organization does not go beyond the industry “standards”, and its qualitative composition is determined by employees from the last two, least effective groups, and also, if after the dismissal of employees and hiring new ones, the company maintains a balance of personnel, then we can talk about that the company has normal, natural fluidity, which carries certain positive consequences.

6. Therefore, the basis of the concept of reducing staff turnover should be not only ensuring increased efficiency of the organization as a whole, but also the widespread development of its personnel potential in comparison with changes in the external environment.

7. When regulating staff turnover, it is necessary to maintain certain proportions within the framework of various categories of personnel, striving to form a rational personnel composition of the organization.

Frame movement represents a change in the place and scope of labor, occupation and production functions of workers. Under the movement of personnel is conventionally understood: the admission, promotion, transfer, dismissal of employees, the provision of leave, business trips to other enterprises, to study, referral for treatment, etc.

The movement of personnel can be internal (movement within the enterprise) and external (dismissal and employment).

The staff is in constant motion due to the hiring of some and the dismissal of other employees (external movement of personnel). The team update process is called interchangeability(turnover) frames. Retirement may be due to objective and subjective reasons, among which are distinguished:

Biological (poor health);

Production (downsizing);

Social (retirement age);

Personal (family circumstances);

State (draft for military service).

In general, the increased staff turnover reduces the staffing of jobs by performers, distracts highly qualified specialists from the duties to help new employees, violates the moral and psychological climate in the team, and causes economic losses.

The statistics use numerous absolute and relative indicators of turnover for the admission and retirement of personnel. Absolute indicators of staff movement are turnover on reception and turnover on disposal.

Reception Turnover represents the number of people employed after graduation, by organizational selection, in the order of transfer from other organizations, by distribution, by direction of the employment authorities, at the invitation of the organization itself, as well as undergoing practical training.

Retirement Turnovercharacterized by the number of people who left the organization for a given period, grouped for reasons of dismissal. Depending on these reasons, it is necessary and redundant.

Retirement Required It has objective reasons: legal requirements (for example, on military service), natural moments (state of health, age), and therefore inevitable. It can be predicted, predicted, and fairly accurately calculated (leaving the army or retiring). The adverse effects of such a turnaround are weakened by the fact that people often do not break ties with the organization and provide assistance and assistance as far as possible.

Excess turnover on disposal(staff turnover) associated with subjective reasons (leaving of their own free will, dismissal for violations of labor discipline).

A high turnover rate almost always indicates serious shortcomings in personnel management and enterprise management in general, this is a kind of indicator of ill-being, although in some cases the turnover rate is high due to the specifics of production (for example, a large amount of seasonal work).

Activities for staff turnover management in the framework of general personnel management can be represented in the form of the following successive stages:

Stage 1. Determination of staff turnover. Professional mobility at a particular enterprise is formed under the influence of a combination of factors — industry affiliation, production technology, labor intensity, presence / absence of seasonality factor in the production cycle, leadership style, level and principles of corporate culture. Therefore, when determining the indicative level, it is necessary to analyze the dynamics of labor indicators of the enterprise for the greatest possible period of time (recent years), to identify the presence and magnitude of seasonal fluctuations in turnover.

The staff turnover rate alone cannot be either bad or good. It is checked for regulatory compliance. The flow rate depends on the internal characteristics of enterprise management and external environmental factors. The indicator is important not so much in itself as in dynamics, i.e. you need to track trends and jumps.

The analysis of the flow rate is carried out in two aspects:

Economic - the appropriateness of staff costs;

Qualitative - signals about possible problems in personnel management at a certain level of posts.

2 stage. Determining the level of economic losses caused by staff turnover. The amount of losses consists of the following indicators:

Loss of working time - the time interval between the dismissal of an employee and the adoption of a new employee, during which an unfilled workplace does not produce products;

Losses caused by the dismissal procedure - payment of severance pay to retiring employees (if they were made). In case of staff reduction and upon dismissal at will, the amount of payments will be different;

Employee time personnel servicefilling out the dismissal;

Losses associated with legal costs due to illegal dismissals, subsequent restoration and payment of time of forced absenteeism. This loss item can be quite significant, as the chances of reinstating at your previous workplace are very high;

Losses caused by the procedure for hiring workers for a vacant workplace - the costs of finding candidates;

Costs for the selection of candidates (costs of working hours of the personnel service carrying out the selection procedures and financial costs for these procedures);

Costs caused by the registration accepted for work (expenses of working hours of personnel officers carrying out this registration, and financial expenses for this procedure);

Direct costs for the search, selection and registration of candidates in the form of payment for services of recruitment agencies, organizations engaged in the selection of personnel;

The cost of training an employee hired - the cost of labor adaptation of an employee, training at the workplace (mentoring, self-training, help from colleagues, etc.);

Out-of-school training costs;

Decreased productivity of employees who decided to quit. Such information can be obtained not only during the development of a special sociological study on the basis of a survey, interviewing, but also when analyzing the data of a qualitatively conducted certification of personnel;

The costs of forming stable labor groups with a normal socio-psychological climate. At present, it is very common practice when the company’s management organizes joint visits to gyms, celebrations, etc. for the purpose of developing a corporate culture, building a “team spirit”, and team building. The funds allocated by the management of the enterprise for such purposes will be included in this cost item.

Having assessed the amount of losses, it is necessary to compare them with the costs of eliminating the causes of excessive staff turnover. However, first it is necessary to find out what are the causes of the situation, why there is an outflow of labor.

3 stage. Determining the reasons for staff turnover. Analysis of the causes of turnover is associated with the determination of the motivational structure of retirement. It is based on real reasons prompting the employee to decide on leaving the enterprise. In this case, the statistics of the personnel service, at best, can only partially answer the question - why did the employee quit. So, one basis “of one’s own will” can be represented as:

Dissatisfaction with the level of wages;

Delays in payroll;

Personal reasons;

Severe and dangerous working conditions;

Inappropriate mode of operation, etc.

4th stage. Defining a system of measures aimed at normalizing the process of labor release, improving the dismissal procedure, overcoming excessive turnover.

The necessary measures can be divided into three main groups:

Technical and economic (improving working conditions, improving the system of material incentives, organization and management of production, etc.);

Organizational (improving the procedures for the admission and dismissal of employees, the system of professional promotion of employees, etc.);

Socio-psychological (improving leadership styles and methods, team relationships, moral reward systems, etc.).

5 stage. Determination of the effect of the implementation of the developed measures, improvement of the dismissal procedure, overcoming the excessive level of turnover. When developing a program for eliminating excessive fluidity, it will also be necessary to conduct a comparative analysis of the costs of carrying out these activities and losses due to excessive fluidity.

However, some types of turnover are beneficial to the enterprise when the departure of the employee is not perceived as a loss. In particular, this is typical for those organizations that are focused on the highest possible level of sales (for example, the McDonalds food network). As a rule, there is a huge turnover of lower-level employees, from which, however, the level of sales does not suffer. Therefore, when choosing a strategy to prevent staff turnover, it is important to take into account the level and priorities of the organization.

There are also two types of staff turnover: physical and psychological (hidden).

Physical employee turnover covers those employees who, for various reasons, quit and leave the organization.

Latent or psychological staff turnover occurs in those employees who do not externally leave the organization, but are actually disconnected from organizational activities. Latent staff turnover is not reflected in the documentation, but can cause significant harm to labor productivity. Often, employees show passive resistance or hidden sabotage: during the working day they do only the most necessary or do not fulfill their duties inadequately.

Enterprises can reduce staff turnover using a variety of methods already at the stage of hiring: by improving the selection system of employees, their motivation, professional training and remuneration.

At the same enterprise it is possible to implement different personnel management systems - with permissible high turnover and with minimum turnover, with a different budget for personnel costs.

In the case of permissible high turnover: fixed assets are spent on quick search and staff training, jobs are made simple and clearly demarcated, so that staff quickly adapts, the salary fund is saved due to low salaries and the lack of a motivation system to retain staff (bonuses, corporate events, social packages, etc.).

In the case of normatively low turnover, the emphasis is on the formation of a ramified motivation system (bonuses, social packages, options, intangible motivation, corporate training programs, etc.), but it is saved on hiring costs and downsizing, because workers are responsible for large areas, have a large area of \u200b\u200bresponsibility and require less constant monitoring. Both HR strategies are eligible to be.

Relative turnover staff includes the following indicators:

The turnover rate for reception is equal to the ratio of the number accepted for the average headcount for the period;

The intensity of turnover to retirement is the ratio of employees retired for all reasons to average number staff for the period;

Personnel constancy coefficient is the ratio of the number of employees on the organization’s lists to the average number of employees for the period;

The coefficient of consolidation is the ratio of the number of persons with a certain length of service leaving the organization to the average number of employees for the period.

The movement of personnel is reflected in the balance sheet, which contains data on the number of employees at the beginning and end of the period, the number of people entering and leaving for the period (quarter, year) by occupation, profession, category, source of arrival, and reasons for leaving.

Intrafirm frame movement there are several types:

1. Inter-workshop movement. It is based on technical shifts in production, organizational restructuring, the rearrangement of some workers as a result of the retirement of others from the enterprise, as well as dissatisfaction with the conditions and organization of work and life, relations with the administration or collective, the desire to work in another unit, etc.

2. Interprofessional mobility - the transition to a new profession. These movements are associated both with technological progress and with the realization of personal interests.

3. Qualification movement - the transition from one category to another within the existing tariff system.

4. Transfer of workers to other categories (to specialists, employees).

The movement is implemented as part of the division of the enterprise’s employees into accounting categories of personnel, reflecting the socio-economic differences in the situation of these workers.

The total intra-company turnover of employees is determined by the coefficient, which is calculated by the number of employees who took part in the intra-company movement, regardless of the number of positions changed. Thus, the coefficient of internal turnover by the number of employees is defined as the ratio of the number of workers who took part in the internal movement, regardless of the number of changes made in their positions to the average number of employees.

Scientific and technological progress leads to the evolution of the vocational qualifications of the workforce. The main directions of the ongoing evolution is the transition from predominantly physical work, consisting in the manual control of machines and units, to predominantly non-physical work, expressed in the analysis and control of the production process. This leads to the emergence of new professions of workers and employees.

Staff movement management - a set of managerial influences aimed at:

On the formation of employee satisfaction with the organization as a whole and with a particular workplace;

On the target organization and rational regulation of the internal organizational movement of personnel.

Nikitina Ekaterina Evgenievna

and administration, Siberian State Aerospace University named after academician M.F. Reshetnev, Krasnoyarsk

Starodymova Anastasia Vladimirovna

master, International Graduate School of Innovation Business

and administration, Siberian State Aerospace University named after academician M.F. Reshetnev, Krasnoyarsk

E- mail: nastena[email protected] mail. ru

Podverbnykh Olga Efimovna

supervisor, doctor of economic sciences Professor, International Higher School of Innovative Business and Administration, Siberian State Aerospace University named after Academician M.F. Reshetneva, Krasnoyarsk

Staff turnover is one part of the overall movement labor resources in economics. This is a special, independent form of movement, consisting of unorganized dismissals of workers from organizations in connection with termination employment contract at the initiative of the employee or employer, as well as circumstances beyond the control of the parties.

Today, staff turnover is one of the main problems of any business, as it entails a decrease performance indicators, work efficiency, and, as a result, considerable financial losses. According to expert estimates, a high degree of staff turnover is an urgent problem for at least 70% of average and large companies Of Russia.

All personnel management activities within personnel policy enterprises can be represented in the following stages:

Stage 1. Determining the level of staff turnover.

At this stage, the main thing is the answer to the question - is the level of turnover so high that it leads to unreasonable economic and social losses, loss of profit by the enterprise? When determining the level of fluidity, it is necessary to take into account factors that can affect the level of fluidity, among which may be: production technology, the complexity of the work, the presence / absence of seasonality factor in production cycle, leadership style, level and principles of corporate culture. Industry affiliation also has a great influence on the level of turnover. According to research, in Russia for the manufacturing sector, the level (coefficient) of staff turnover is considered to be normal, not exceeding 10-20% per year, in an actively growing business, especially at the stage of mass hiring, the turnover rate can be higher and amount to a little more than 20%. For IT-companies, the turnover rate is 8 - 10%, in retail and the insurance business, the norm is 30%. In the hotel restaurant business the highest percentage of turnover - 80% - and this is recognized by specialists as a normal value. In the banking sector, the turnover rate is 7-10%. IN pharmacy organizations fluidity ranges from 10 to 25%. Least of all problems with employee inconsistency are observed in the energy and mining sectors.

It is advisable to analyze the dynamics of labor indicators of the enterprise for the maximum possible period time, since the main task of this analysis is to identify the presence and magnitude of seasonal fluctuations in yield.

Stage 2. Determining the level of economic losses caused by staff turnover. This is one of the most time-consuming, but important stages of analysis associated with the processing of a large amount of intra-company information.

If possible, it is necessary to at least approximately estimate the amount of losses, which mainly consists of the following indicators:

loss of working time - the period between the dismissal of an employee and the adoption of a new one, during which the workplace does not function;
losses caused by the dismissal procedure - payment of severance pay to retiring employees;
the cost of working time for an employee of the personnel service for filling out an employee’s dismissal;
possible losses associated with legal costs in the case of the illegal dismissal of an employee and its subsequent restoration and payment of the time of forced absenteeism;
possible direct costs associated with attracting a recruitment agency to search for candidates for a vacant position;
losses caused by the hiring of employees for a vacant workplace on their own - time spent by a personnel officer in finding candidates;
costs for the selection of candidates - the cost of the working time of a specialist in the personnel service performing the selection procedure;
training costs for the employee hired - the costs associated with the labor adaptation of the employee, with training at the workplace different ways (mentoring, self-training, help from work colleagues, etc.);
on-the-job training costs;
costs associated with "hidden turnover" - a decrease in the productivity of employees who decided to quit.
costs for the formation of a socio-psychological climate in the team to build a stable work team. Currently, the leadership of many companies pays great attention to team building - team building trainings are held, joint corporate events are organized (holidays, gym visits). This cost item is made up of funds allocated by the enterprise management for similar purposes.

Having estimated the size of losses, they are compared with the costs of eliminating the causes of excessive staff turnover.

3 stage. Determining the reasons for staff turnover. The key reasons for the high staff turnover at the enterprise can be:

1) the specifics of the production and economic activities of the enterprise or industry specifics;

2) the presence of problems in the enterprise management system.

If the first reason is revealed, then no solutions are required, since a high level of fluidity will still remain, since it is subjective.

The second reason requires a search for bottlenecks in the enterprise management system.

An analysis of the reasons for the dismissal of employees can be based on two aspects:

The first is based on the separation of the grounds for dismissal according to the legislative principle - the grounds for termination of employment, listed in the Labor Code of the Russian Federation. In this case, the grounds will only correspond to those listed in the Labor Code: at will, in connection with the transfer, temporary workers, truancy without good reason (Clause 4, Article 33 of the Labor Code), childcare, for appearing at work in drunk (Clause 7., Article 33 of the Labor Code), to reduce the number (Clause 1., Article 33 of the Labor Code), retirement due to death, some others.

Identify such reasons can help the analysis of personnel statistics of the enterprise. You can compare the data obtained with similar data from other enterprises or with data on the industry as a whole.

The second aspect is related to the identification of the true motives for the dismissal of workers. It is necessary to identify the real reasons prompting the employee to decide on dismissal. HR statistics does not contain complete information on this issue, since only a “voluntary basis” can imply a very wide range of reasons: dissatisfaction with the level of wages, personal reasons, delayed payment of wages, difficult and / or dangerous working conditions, uncomfortable work schedule, remoteness of the place of work.

4th stage. Development of a system of measures to reduce excessive turnover and improve the procedures for the hiring and dismissal of employees.

These events can be divided into three main groups:

technical and economic measures - improving working conditions, improving the system of material incentives, improving the organization and management of production, mechanization of individual labor processes, etc.);
organizational measures - improving the procedures for the reception and dismissal of employees, the formation of a system career growth and advanced training of employees both inside the company and outside, etc.);
social and psychological events - among which are improvement of methods and leadership styles, work to improve relationships in the team, the formation of a moral reward system, work to develop and strengthen the team spirit of the team, etc.

One of the possible areas of work may be the organization of assistance to dismissed employees. Such assistance can be psychological, consulting, informational and will be provided by the personnel department of the enterprise.

The purpose of this work is to help the employee go through the dismissal procedure as softly as possible and find as soon as possible new job, as well as psychological support for the dismissed.

An employee of the personnel service of the enterprise as a professional in this field can provide a package of information, documents, advice. He can help a prospective candidate write a resume and prepare for upcoming interviews. It can help to place the candidate’s resume on the relevant Internet portals, in the register of the employment service, as well as disseminate information about the candidate among personnel of other enterprises with whom he personally communicates or create a list of organizations that are currently looking for an employee with relevant knowledge and experience.

Such events do not require significant material costsAt the same time they can help:

reduce the possible number of lawsuits and payments on them from dismissed employees;
reduce the number of compensation payments to dismissed employees;
to form the image of the company as a positive employer;
staying on good terms with the fired employee.

5. Determining the effectiveness of the proposed activities. On the final stage it is very important to compare the costs associated with carrying out the developed measures with the losses associated with a high level of staff turnover. The criterion for assessing the effectiveness of the proposed project will be the same as for evaluating any other business project - if the costs of its implementation exceed the expected economic effect, then it is necessary to search for other, more economically feasible and less costly options for improving staff work.

List of references

Avchirenko L.K. Personnel management of the organization. - M .: INFRA-M; Novosibirsk: NGAEiU, 2010 .-- 482 p.
Nikiforova L. Analyze staff turnover and you will learn a lot about the company // Personnel business. 2011. - No. 2. - S. 48-59.
Romanov V. Pros and cons of staff turnover // Kadrovik. HR management. - 2011. - No. 11. - S. 94-107.
Skavitin A.V. Methodical approaches to staff turnover management // Personnel, personnel. - 2010. - No. 6. - S. 54‑61.

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Stage-by-stage reduction of the level of turnover to an acceptable value can be represented, in particular, through the possibility of planning upcoming layoffs, linking the processes of dismissal with the processes of hiring, assistance to dismissed employees (outplacement) Skavitin A.V. Methodological approaches to managing staff turnover. - Administrative and administrative portal (Aup.ru) -.2000 .. The methodology under consideration involves an orderly phased activity, the implementation of which should be assigned directly to the personnel service of the enterprise. All personnel management activities within the framework of general personnel management can be represented in the form of successive stages (Fig. 1).

Figure 2. Stages of staff turnover management

Consider the contents of each of the steps in more detail.

The first stage is determining the level of staff turnover.

At this stage, it is necessary to answer the main question - is the level of turnover so high that it leads to unreasonable economic losses, loss of profit by the enterprise? The level of 3-5% should not be taken as an indicator, since professional mobility at a particular enterprise is formed under the influence of a combination of factors - industry affiliation, production technology, the complexity of work, the presence / absence of seasonality factor in the production cycle, management style, level and principles of corporate culture. Therefore, when determining the indicative level, it is necessary to analyze the dynamics of labor indicators of the enterprise for the greatest possible period of time (recent years), to identify the presence and magnitude of seasonal fluctuations in turnover.

The second stage is the determination of the level of economic losses caused by staff turnover.

This is a very important stage and at the same time one of the most time-consuming, since it requires special data. The fact is that with the beginning of the country's economic reforms, one of the first managerial aspects that enterprises began to neglect was the regulation of labor, which was originally designed to identify the reserves of labor productivity. The enterprises that keep track of the costs of working time are developed, complied with and regularly reviewed labor standards; today, we can name a few. However, the problem should be dealt with in any case, therefore, it is necessary to at least approximately estimate the amount of losses.

The third stage is determining the reasons for staff turnover.

A high level of staff turnover may be caused by the specifics of the production and economic activities of the enterprise or by the imperfection of its management system. In the first case, there is no problem as such, and no solutions are required. In the second, efforts should be made to find bottlenecks in the enterprise management system. The reasons for the dismissal of workers from the enterprise can be analyzed in two aspects. The first will be based on a formal criterion that divides the grounds for dismissal by legislative means - the grounds for termination of employment listed in the Labor Code of the Russian Federation. In this case, the list of grounds will be exhaustive, since the relevant provisions of the Labor Code do not provide for fundamentally different grounds for terminating the employment relationship. Personnel statistics of enterprises regarding dismissals mainly consists of the following grounds: of their own free will, in connection with the transfer, temporary workers, absenteeism, childcare, for appearing at work while intoxicated, to reduce the number, due to death, retirement, some others. The absence or appearance of precedents for dismissals for one reason or another leads, respectively, to a narrowing or expansion of this list. Therefore, one of the studies may be an analysis of personnel statistics of the enterprise. The obvious possibility of this analysis is its comparability - with similar data from other enterprises, the industry as a whole.

- dissatisfaction with the level of wages,
- delayed payment of wages,
- personal reasons,
- difficult and dangerous working conditions,
- unacceptable mode of operation.

The form of the conclusion of the survey results proposed below (Fig. 2), as time shows, does not bring any significant dynamics to the already existing gradation of motives for dismissal, therefore it can be presented as typical:

However, it is necessary to make a single remark of a methodological nature. When developing sociological tools at a particular enterprise (questionnaire, questionnaire), the scale of answers should be more detailed. So, when analyzing the results obtained above, it is revealed that the share of answers for “other” motives (11%) is correlated with the sum of the shares for specifically identified reasons for disposal (“uncomfortable schedule” - 6% and “uncomfortable location” - 5%). The conclusion is obvious - it may be that in the “other” part of the answers to the questions posed lie precisely; additional detail of motives is required.

If you detail criteria such as “personal reasons” or “unacceptable working hours,” and then analyze the data, you can come up with real and reasonable recommendations for improving various aspects of the enterprise. For example, layoffs for personal reasons can be caused by a conflict in the link "boss - subordinate", and, therefore, it is possible to identify shortcomings in the organizational structure of the enterprise, make a decision on changing information flows, etc. The gender and age structure of the staff can indirectly indicate the reasons for dismissal: men up to 27 years old - due to leaving the army, women - taking care of a child, elderly workers - due to retirement. From this, recommendations can also be made. Therefore, the second study may be a survey of employees of the enterprise.

Finally, within the framework of this stage, “Determining the reasons for staff turnover”, it is possible to conduct a study of the management position (not only the head of the enterprise, but also his deputies, head of OTIZ, human resources, personnel manager, foremen, team leaders, etc. will act as representatives of the administration .P.). Research method - interview or questionnaire.

Thus, by our own efforts it is possible to conduct three types of studies within this stage, which will provide factual material for further analysis.

The fourth stage is the definition of a system of measures aimed at normalizing the process of labor release, improving the dismissal procedure, overcoming excessive turnover.

For this, measures can be divided into three main groups:

- technical and economic (improving working conditions, improving the system of material incentives, organization and management of production, etc.);
- organizational (improving the procedures for the admission and dismissal of employees, the system of professional promotion of employees, etc.);
- socio-psychological (improving styles and methods of leadership, team relationships, moral reward systems, etc.).

It is also proposed to highlight as an effective measure the implementation of the principles of outplacement in the work of personnel services of enterprises (i.e., assistance to dismissed employees - psychological, informational, consulting). Advantages - this is one of the few measures that do not require significant material costs (with the exception of cases where it may be necessary to conduct special psychological trainings with those who are laid off or seek help in recruitment agencies).

So, the dismissed employee can be provided with a package of information, documents, consultations. An employee may be provided with letters of recommendation; compulsory psychological consultation; job search training; training to work with recruitment agencies; consultation on the procedure for applying to the labor exchange, the provision of relevant documents, information on the timing; consultation and a memo on how to behave in an interview; competently composed resume; list of recruitment agencies; list of territorial departments of the Labor and Employment Committee; posting job postings on the Internet for qualified employees; list of companies where staff is recruited. This will allow:

- reduce the number of claims from dismissed, including the number of lawsuits (payments on them);
- reduce the number of compensation payments to dismissed employees;
- maintain a positive image of the company;
- stay in good relations with the dismissed employee.

The fifth stage is the determination of the effect of the implementation of the measures developed, the improvement of the dismissal procedure, and the overcoming of excessive turnover. Finally, when developing a program for eliminating excessive fluidity, it will also be necessary to conduct a comparative analysis of the costs of carrying out these activities and losses due to excessive fluidity. The management of the enterprise in this case should do the same as with financing any other business idea - if the costs of solving the problem exceed the economic effect of reducing turnover, it is possible to search for other, “cheaper” options for improving staff work.

In conclusion, I would like to note that with the development of the segment of recruiting services in the labor market, for many enterprises, especially in large cities of Russia, it is possible to shift the solution of these issues to specialized recruitment agencies. However, it is important to show the following: the proposed order of activity is primarily designed for the own forces of the personnel service of any enterprise and, with proper organization of personnel management, is able to effectively solve problems.

Summing up the first chapter, we can conclude that staff turnover is one of critical factors the weakening of labor discipline in the enterprise, entailing economic losses. Losses of working time and funds for training personnel, reduction of labor activity and labor productivity of an employee before making a decision on changing his job, retirement of people for a more or less long period from the labor process in connection with the transfer to another job.

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