Diagnose Causes of Turnover around .pptx

diagnose cases of turnover among employees

1. Diagnose Causes of Turnover

2. Introduction O ne of the most critical issues in managing retention : determining the exact cause of excessive turnover. Too often , retention issues focus on solutions and employee needs without taking the steps to uncover the specific problems or issues in the organization . A variety of tools are needed to thoroughly and accurately analyze the exact causes of turnover so that the potential solutions can be matched to the particular cause. Analyzing records is the first step to understanding where the problems are located. However, this is only evidence; additional analysis is needed for the actual connection to a particular cause.

3. THE DILEMMA OF ANALYSIS Analysis is often misplaced, misunderstood, and misrepresented. Analysis is not often pursued to the necessary detail for five reasons : 1) Employee needs appear to point to a solution. When employee needs are examined, several potential solutions are connected to the need. However, the solutions may not be appropriate.

4. THE DILEMMA OF ANALYSIS 2) Solutions appear to be obvious Some solutions appear obvious when examining certain types of data. If the base pay of a particular employee group is lower than a competitor’s pay for the same group, the obvious solution is to increase the base pay. However, many employees indicate that pay is not the principal reason for departure. 3) Everyone has an opinion about the cause of turnover . Almost every individual (or groups of individuals) who wrestles with the retention issue has an opinion about the actual causes of turnover .

5. THE DILEMMA OF ANALYSIS 4) Analysis takes too much time. Turnover analysis takes time and consumes resources; however, the consequences of no analysis can be more expensive . 5) Analysis appears confusing. Determining the causes of turnover may appear to be complex and confusing. However, some analysis are simple, straightforward, and achieve excellent results.

6. BUILDING INSIGHT: CONNECTION BETWEEN EMPLOYEE NEEDS , CAUSES , SITUATIONS, AND SOLUTION Before beginning a specific analysis technique, it is helpful to review the relationships between the needs of employees, the causes of turnover, specific solutions offered, and the context in which employees often make the decision to leave. When employees have particular needs on the job, the challenge of the employer is to meet those needs in some way or face the consequences. If employees’ needs are met, an employee stays. If a need is not considered strong enough , an employee may decide to adjust or adapt to the situation rather than leave the organization.

7. BUILDING INSIGHT Although employee needs must be met, other factors also drive retention . For example, the concept of job alternatives becomes an issue in retention.

8. BUILDING INSIGHT

9. STARTING POINT: ANALYSIS OF TURNOVER DAT A The starting point in any analysis is the examination of turnover records . This includes reporting data along different categories and around various job characteristics. The turnover data can be analyzed in many ways: by job group, region , variety of personal characteristics, and job status. Developing an appropriate database to dissect turnover is critical .

10. STARTING POINT: ANALYSIS OF TURNOVER DAT a

11. QUESTIONNAIRES AND SURVEY The questionnaire is probably the most common and inexpensive instrument used to study turnover. Questionnaires range from brief reaction forms to detailed instruments . Types of Question Open-ended question Checklist Two-way question Multiple-choice question Ranking scales

12. Questionnaire Design Determine the information needed Select the type(s) of questions Develop the questions Check the reading level Address the anonymity issue Design for ease of tabulation and analysis Test the questions Prepare a data summa y Develop the completed questionnaire Attitude Surveys : The principles of attitude survey construction are similar to those of the questionnaire.

13. Purchasing an Existing Survey Many organizations purchase existing surveys to use in retention improvement . Purchased surveys can have several advantages. They can save time in development and pilot testing. Most reputable companies producing and marketing surveys have designed them to be reliable and valid for retention. External surveys also make it easy to compare the results with others. Benchmarking and norm comparisons are possible .

14. Timing and Focus of Retention Surveys Reaction surveys E xit interview survey . I mpact surveys

15. Improving Response Rates for Questionnaires and Surveys Provide advance communication Have an executive sign the introductory letter Communicate the purpose Let employees know they are part of the sample. Use anonymous input Explain who will see the data Describe the data integration process Keep the questionnaire as simple as possible Simplify the response process Utilize local manager support Consider using incentives Use follow-up reminders Provide a copy of the r esults to the employees

16. INTERVIEWS AND Focus GROUPS Interview Guidelines Determine specific information needed Develop questions to be asked Test the interview Train the interviewers Provide clear instructions to the employee Administer the interviews according to a scheduled plan

17. Focus Groups Focus Group Applications Identify the reasons for the exit of other colleagues. Identify the reasons why employees stay with the organization. Identify the reasons why employees would leave the organization .

18. Focus groups Focus Group Guidelines Ensure that management supports the focus group process . Plan topics, questions, and strategy carefully Keep the group size small Ensure that there is a representative sample of the target population Insist on facilitators with appropriate expertise