Excel tables for calculating losses from staff turnover. We count staff turnover. Employee turnover rate: standard value

Staff turnover- an urgent problem of the Russian economy and the international labor market as a whole. If the process of hiring and firing employees is permanent, then this indicates that there are problems in organizing business processes or that the management ignores the need to maintain the internal microclimate in the company. A high percentage of staff turnover is an indicator of the fragmentation of the workforce.

Reasons for staff turnover in the company

Finding the real reason for an employee's departure is not always easy. Each person may have hidden grievances and desires. Organizations looking to reduce employee turnover can introduce the practice of a layoff interview to find out the true reasons for leaving a specialist.

Professional burnout. Working from morning to night, seven days a week, without days off and having to do several things at the same time shatters the nerves and depletes the physical and emotional resources of even the most inveterate workaholics. Chronic dissatisfaction with the leadership only adds fuel to the fire. And even high salaries will not motivate an employee for a long time to work at this place at the same pace. Soon he will start looking for another, less exhausting job, albeit with a lower salary.

If the reason for the dismissal of a specialist is professional burnout, then the management should take this seriously. It is highly likely that the productivity of labor and other workers will fall in the near future, which will inevitably affect the rate of employee turnover.

Researchers at Stanford University have found that constantly pushing to the limit does not bring good results. Therefore, a 60-hour work week is less efficient than a 40-hour work week.

Blind management. Leaders of the old school believe that employees must work with full dedication, without lunch breaks and weekends. But the modern generation of workers is interested not only in high incomes, but also in self-realization, getting pleasure from the labor process, therefore a tight work schedule only reduces the degree of loyalty to the company. If an employee feels that he is not appreciated, then expect a letter of resignation from him in the near future.

An advanced leader will look for an individual approach to each subordinate: he can assign a bonus to one for the implementation of a project, raise another, and send a third one on paid vacation so that he can rest and recover.

Failure to meet expectations. If you promised the candidate one thing at the interview, but in fact everything turned out to be completely different (for example, there are bonuses, but only once a quarter, if the plan is overfulfilled by 50 percent), then your newly minted employees will soon start looking for a new job.

Inconvenient schedule. A comfortable schedule for an employee is an important component of effective work. Starting the working day too early, night shifts, 12-hour working day - all this leads to overwork and burnout of staff. It is better to discuss with subordinates the options for the work regime that are convenient for everyone. This will help retain employees and reduce employee turnover.

There is no contact with the team. Even in the most progressive companies in the team conflicts arise. The management needs to take an active part in their resolution, to be aware of the internal microclimate of their company.

Lack of social package. Lack of voluntary health insurance policy, overalls, inability to take a day off or sick leave when a child is sick - all these factors negatively affect employee satisfaction and staff turnover.

Appointments without qualification. It is not uncommon for a promotion to go not to the one who has achieved the highest performance, but to the employee with the longest work experience. At the same time, the effectiveness of its work can be questionable. Or a relative or friend of the boss may be appointed to a new position. If an employee realizes that their qualifications, knowledge and skills are not valued in the company, he will quit very soon.

There is no interest or respect for employees. Every person deserves to be appreciated in the service. If employees for the company are a consumable, a cog in a large corporation mechanism, then the employee turnover in the organization will be very high.

The factors that stimulate the process of employee turnover at the enterprise can also be attributed to:

• unfair system of remuneration of employees;
• at the interview, the HR manager conducted an incomplete assessment of the candidate or provided him with partial information about working conditions and job responsibilities;
• ineffective adaptation process for newcomers to the company, as a result of which employees leave before the end of the probationary period or during the first year of work;
• there are no opportunities to advance employees up the career ladder;
• serious misunderstanding in relations with management;
• there are no conditions for the realization of the creative potential of employees;
• unsatisfactory work organization and ineffective company management system;
• deterioration of the image and business reputation of the organization;
• low wages, lack of intangible methods of staff motivation;
• uncomfortable working conditions (poor heating, remoteness from the center, the need to get to work on several types of transport, a large amount of work, etc.);
• mass dismissal of other employees (especially from one structural unit).

Companies that value their people and strive to retain them offer:

• wages are higher than the market average;
• attractive social package (voluntary medical insurance, lunches, corporate trips at the expense of the company); How to create an inexpensive social package that employees will appreciate,
• clear distribution of job responsibilities;
• adaptation programs for new employees;
• an individual approach to each specialist;
• lack of massive staff layoffs;
• formed corporate values ​​and mission of the company;
• team building programs and non-financial motivation tools.

Even if an organization cannot offer its employees competitive wages, it can create comfortable working conditions and continually improve them. Loyalty and fair attitude on the part of the management for employees is no less important than money, so the tools of non-material motivation are effective in solving the problem of staff turnover.

Types of staff turnover

1. Intra-organizational. This is the movement of personnel within one company, for example, between departments, departments or branches of an organization.

2. External. The movement of workers between different organizations, industries and sectors of the economy.

3. Physical staff turnover. Dismissal of employees for any other reason.

4. Natural staff turnover is normal and stimulates the process of team renewal. If the turnover rate does not exceed 3-5 percent, then there is no need to take any action.

5. Psychological or latent employee turnover is often not seen as a real problem. Such staff turnover occurs when employees officially continue to work, but in fact abstract themselves from work processes.

The hidden “turnover” is characterized by:

• drop in the quality of goods produced by the company;
• increase in production costs;
• decrease in labor productivity;
• an increase in non-production waste and the amount of defective products;
• falling labor discipline in the organization;
• an increase in the number of hidden absenteeism;
• low rates of work, non-compliance with established schedules;
• the indifference of the staff;
• consumer, negligent attitude towards office equipment and other equipment;
• long smoke breaks, lunch breaks, etc.

Staff turnover rate

Each enterprise and industry has its own rate of employee turnover. To determine the individual standard of a particular organization, the following should be considered:

• the specifics of the company's activities, the specifics of the industry in which it operates;
• the level of qualifications of employees, since the turnover of personnel among ordinary specialists is higher than among top managers;
• seasonal nature of work, work on a rotational basis;
• the number of residents in the settlement where the organization is located (the more, the higher the staff turnover rate);
• peculiarities of the company (management style, personnel policy, staff motivation tools, salary level, working conditions, social package, etc.).

Despite the individual nature of the employee turnover indicator, when determining its normative values, the following data obtained empirically should be taken into account:

• in production areas, it is considered normal to have a staff turnover of 3-5 percent for top management; engineering and technical workers - within 5-7 percent; ordinary workers - 10-15 percent. The maximum turnover at manufacturing enterprises among low-skilled personnel is up to 20 percent;
• in retail trade networks, the normal rate of staff turnover is 20-30 percent, in retailers - up to 80 percent;
• in the field of warehouse logistics, a staff turnover rate of 15 percent is allowed for management, and 20-25 percent for warehouse workers. If there is a seasonal nature of production, then the rate rises to 30-40 percent;
• for transport organizations, the level of "turnover" is determined by who owns the vehicle: if the employer, then the rate is 10-15 percent, if the driver, then the level of staff turnover is allowed up to 35 percent.

If the actual indicators of staff turnover are higher than the normative ones, this means that the company incurs additional costs for recruiting, adapting and training newcomers. The more specific the position, the more human, time and financial resources will be required to find and train a suitable candidate.

A staff turnover rate exceeding the norm means:

• a possible drop in labor productivity due to newcomers adapting to the company and not working to the limit of their capabilities;
• an increase in the number of operational errors, defective products and the percentage of waste;
• an increase in labor costs (due to overtime for employees who temporarily perform the duties of retired colleagues);
• the need to attract highly qualified specialists to perform less qualified types of work in vacant positions;
• additional costs for training new employees;
• a decline in the company's image on the labor market and an increase in the time it takes to find new specialists;
• additional work for the services responsible for maintaining personnel records and providing employees with access to the organization's information bases.

Thus, high rates of employee turnover hide behind them implicit costs of the company, which can be quite significant. Therefore, it is especially important to monitor the movement of personnel and correctly calculate the turnover rates.

Calculation of the employee turnover rate

The choice of the formula for calculating the employee turnover rate depends on the goals set:

• to form a general idea of ​​the number of employees who quit in the period under review, both for individual categories and for the organization as a whole, it is used staff turnover rate;
• to determine the percentage of employees who have worked in the company for more than a year, they calculate frame stability coefficient... This indicator tells you whether the organization is able to retain qualified professionals;
• to assess the level of filling vacancies, taking into account the resigned staff in the reporting period, it is used coefficient of dynamics of the number of employed employees;
• to assess the effectiveness of the efforts of the personnel department in the search and recruitment of personnel, it is used frame rate;
• to analyze the number of layoffs of employees in comparison with the total headcount, it is used retirement rate.

Usually, in practice, an indicator is calculated that reflects the ratio of hired and fired employees in an organization - the rate of employee turnover. The calculation formula is as follows:

CPC = KPS + KUP / SPH

Used notation	Decoding	Units	Data source
	Staff turnover rate		Calculation result
	Number of newly hired employees		HR data
	Number of resigned		HR data
	Average headcount		HR data

According to experts, the maximum average staff turnover at HoReCa enterprises (hotel business and catering) is 11 percent; the lowest staff turnover is in the service sector - 7 percent. According to the Superjob.ru website, the highest volatility is observed among front-office specialists and blue-collar workers.

So, in organizations from the HoReCa industry, the turnover rate of workers is 19 percent, for sellers and cashiers - 16 percent. In construction, staff turnover is as high as 14 percent, while in IT companies and mobile operators it is about 9 percent. Front office employees in construction companies are rarely fired, with a turnover rate of 8 percent.

How is employee turnover calculated?

Typically, employee turnover is calculated in general for the company using the following formula:

K tech = K uv × 100% / S, where:

• K tech - staff turnover rate;
• K uv - the number of employees who quit the organization in the reporting period;
• S - the average number of employees in the reporting period.

It is believed that a more correct and informative result is given by calculating turnover indicators for individual divisions of the company and analyzing their dynamics in retrospect.

Example

The head of the HR department decided to analyze the level of employee turnover in the organization. To do this, he needed the following data:

• the total number of personnel in the company is 1017 people;
• the number of employees who quit - 76 people (five of them quit for health reasons or retired).

For the calculation, the HR director took data only on employees who quit voluntarily (70 people) or by decision of the management (1 person).

We substitute all the values ​​in the formula and we get the staff turnover rate: Ktek = (70 + 1) x 100/1017 = 6.98%.

This value is in the normative range and indicates the acceptable level of turnover in the company.

To assess and analyze the movement of personnel, the rate of turnover is also used, which identifies the problematic aspects of specific departments of the organization. Calculation formula:

K it = K tech gr / K tech, where:

• К it - coefficient of intensity of fluidity (normally equal to one);
• K tech gr - coefficient of fluidity in the analyzed department;
• K tech is the turnover rate in the company as a whole.

If K um> 1, then the department too often leaves workers, it is necessary to analyze the reasons for this and apply measures to reduce staff turnover.

Another indicator that helps to form a more complete picture of the personnel policy in a company is the potential turnover rate. It characterizes the effectiveness of the personnel motivation system. For the calculation, the formula is used:

K pt = n x 100 / N, where:

• К пт - coefficient of potential fluidity;
• n is the number of employees planning to quit;
• N is the total number of employees surveyed.

The value of n can be determined on the basis of anonymous survey of employees for satisfaction with work and working conditions. The questionnaire can include leading questions, for example: "Would you agree to a job with more interesting functionality than now?", And then simply summarize the number of positive answers.

The coefficient of stability of the team is used to assess the effectiveness of the selection and adaptation of new employees. The calculation period can be selected independently, based on the needs of the analysis (for a month, quarter or year). The formula for calculating the indicator:

K c = n x 100 / S, where:

• Кс - stability coefficient;
• n is the number of employees working in the organization during the analyzed period;
• S is the average headcount of the team.

The staff turnover ratio is also used to measure staff turnover. It characterizes the degree of employee satisfaction with work in the organization and the likelihood of dismissal. The following formula is used for the calculation:

About = X / P, where:

• About - staff turnover;
• X is the number of dismissed employees for the reporting period;
• P is the number of employees hired in the reporting period.

If the personnel turnover ratio is greater than or equal to one, then the probability of dismissal of employees in the short term is high.

The internal benchmarking method makes it possible to compare the calculated turnover rates for different reporting periods. The results of the analysis will help to find the causes of sharp fluctuations in fluidity. For example, this may be due to the expansion of the branch network and the opening of new representative offices in other regions.

At the end of the article, you can download a table with the calculation of the cost of replacing one employee.

How to calculate employee turnover for a reporting period

To determine the rate of employee turnover at the enterprise for the reporting period, the following initial data are required:

• UIR - the number of dismissed employees at the initiative of the management (violation of labor discipline, absenteeism, other reasons);
• USZH - the number of dismissed employees of their own free will;
• ES - the number of employees in the reporting period.

The size of the team in the reporting period allows you to see the dynamics of personnel movement. To calculate this indicator, it is necessary to regularly record the number of employees in the company, for example, on the first day of each month.

At the next stage, the average headcount of the team is calculated for the period in which it is necessary to determine the employee turnover rate. The data on the number of employees in the organization at the beginning of each month is summarized and then divided by the number of months.

For example, the calculation of the average headcount for a quarter is carried out according to the formula: (ChS1 + ChS2 + ChS3) / 3.

The final formula for calculating the employee turnover rate looks like this:

Staff turnover rate = (USZh + UIR) x 100 / CHS.

Let's look at an example of how to calculate employee turnover. At a retailer, two employees voluntarily resigned during the year and one at the initiative of the employer. The average number of employees in the reporting period was eight people. The employee turnover rate at the enterprise is calculated by the formula:

Staff turnover rate for the year = (2 + 1) x 100/8 = 37.5%.

The company has a fairly high turnover of staff, but for the retail trade it is quite acceptable.

Three stages of organizing effective management of staff turnover

Various tools are used to manage employee turnover:

• monitoring the values ​​of the employee turnover rate;
• development, implementation and improvement of an effective personnel management system of the organization (includes selection, adaptation, training, development and motivation of employees);
• analysis of the results of personnel policy and revision of ineffective personnel management tools;
• formation of a comfortable environment for employees, conducive to the disclosure and development of their skills and abilities.

Management of employee turnover in an organization takes place in several stages.

First stage.

First, it is necessary to establish the reasons for the high turnover of staff. The management of the organization can deal with this issue independently or delegate to the personnel management department. The first step is to conduct a factor analysis of the turnover rates for individual departments of the organization, age categories and positions. For this purpose, the principal components method is suitable, which helps to analyze the factors that have the greatest impact on the value of the final indicator.

The results of factor analysis usually indicate the need for a set of measures to normalize staff turnover in the company. Changes should not only be local in nature, but also affect the company as a whole. It is worth starting with a review of the organizational structure of the organization, this will maximize the effect of further actions to manage employee turnover.

Second phase.

At this stage, an audit of the system of remuneration and staff motivation is carried out. Close attention should be paid to the organization's employee welfare policy. The size and content of the social package offered by the company are significant criteria for the applicant when choosing an employer. And if a high salary of an employee entails significant financial costs for the company (including the payment of sick leave, vacation pay, taxes and fees), then an attractive social package can be formed in a more budgetary way.

Next in line is the analysis of the corporate culture of the organization. Russian practice shows that corporate culture in many companies exists only on paper, and in fact, few employees know about its existence. Revising and popularizing corporate culture is one of the most effective tools for reducing employee turnover rates in an organization.

Stage three.

At the last stage, departments or groups of employees are identified in which, after all the measures taken, there have been no changes in staff turnover. It is necessary to analyze in detail each such structure, to study the psychological climate in the team, the peculiarities of the relationship between colleagues, the procedure for the distribution of job responsibilities.

Once a suitable solution has been found to reduce staff turnover, all turnover rates should be monitored on a regular basis. If the need arises, then reapply the considered personnel movement management tools.

Nine Proven Ways To Reduce Employee Turnover

Management of employee turnover should be comprehensive. After identifying the reasons and scope of staff layoffs, you can use the following methods to reduce staff turnover rates in the organization:

1. Improving the quality of staff recruitment... The reason that new hires do not stay long in the company may be an insufficiently effective selection process. Perhaps the HR manager is obliged to close the vacancy in a short period of time, and failure to meet the deadline will negatively affect his bonus. Therefore, he is forced to conduct interviews more fluently and choose the best candidate among the worst. Reconsider the urgency of finding new employees and give the recruiter more time to find and select really worthy candidates who want to work in your company.

2. Organization of the personnel adaptation system... There is a direct link between staff turnover and the availability of an onboarding program for new employees. The more thoughtful the adaptation, the lower the level of fluidity. The arsenal of adaptation tools includes conversations with a HR manager, mentoring, teambuilding, assessment of a newcomer by colleagues, HR specialists and bosses.

3. Staff development- a significant tool in reducing fluidity. Employees appreciate it when the employer constantly supports the development of personnel qualifications, finances training, and provides a real perspective for career growth.

4. Increasing employee loyalty... Ask employees for opinions on issues of importance to the company. Let them feel their own importance, value for the organization. Conduct trainings and teambuildings, study the positive and negative reactions of employees, work with objections. Make your team proud to work for you. Loyal employees are less likely to make a decision to leave.

5. Adequate workload... Most employers will be happy if their employees do 10-15 percent more than their normal workload. Some even deliberately do not look for a new employee to replace the quit, but distribute his functions among the rest of the employees in the department. In such companies, recycling is approved by management. But many people forget that an employee who works with full dedication quickly burns out. If the peak of depletion of emotional and physical resources is reached, then the person will either decide to leave or stay, but will work with minimal efficiency, without enthusiasm.

Overtime work should be one-off, for example, in the event of an emergency power outage in the office, when you need to delay in order to send products to the client on time.

There is another extreme - an insufficient amount of work, when an employee performs his duties during the first half of the day, and then does not know what to do with himself. These workers lose motivation and productivity very quickly and may quit in the short term.

6. Material and non-material motivation... These are the components of the social package (voluntary health insurance policy, compensation for sports, fitness, foreign language, etc.), as well as various bonuses, bonuses, one-time payments (for a wedding, the birth of a child). Employees appreciate it when the employer does more than is required by the Labor Code.

7. Eliminating conflicts... Do not expect team conflicts to resolve themselves. It is better to transfer two conflicting employees to different departments than to puzzle over how to fill two vacancies when they write a letter of resignation. And if there is tension between the boss and the subordinates, it is highly likely that you will lose the entire department.

8. Development of management policy... It is not easy to correctly convey to the manager that the main reason for staff turnover is his management style: there is a risk that the position of the HR manager, and possibly the head of the HR department, will become free.

9. Decent working conditions... Your employees are in the office for at least 9 hours a day. This is more than half of the free time they have (including time for sleep). If the room is not very comfortable (cold, stuffy, gloomy, little space, too noisy, etc.), they will look for a more convenient place to work in another company.

Additional measures to reduce staff turnover

Available development programs. Employees appreciate it when the company takes over the costs of personnel development - this increases the degree of loyalty to the company. Employees can choose their own trainings, courses, conferences, master classes. Or options for possible developmental programs are offered by the employer. It is important that transportation costs are also at the expense of the company.

Involvement and involvement. Employees need to know they have a voice and their point of view will be heard by management. Involve employees in resolving issues related to working conditions, production processes; share information about the financial performance of the organization, explain why this year there are more or less awards than the previous year, and the team will appreciate your openness.

Everyone's work is meaningful. Make it clear to people what their work affects: a sense of self-worth increases employee loyalty and trust in the company.

Corporate parties and holidays. Spending time with colleagues outside of working hours is a good way to relax, especially at the expense of the company. When choosing a format and venue for a corporate event, proceed from the preferences of employees. Conduct a survey to find out what interests them. And then, according to your budget, organize an event. It is useful to involve employees in the organization of a corporate party. Involvement in internal corporate processes is an effective team-building factor and contributes to the strengthening of staff loyalty. The main thing is to do this on the initiative of the employee, and not on the orders of the superiors.

Refusal to work on weekends. Weekends are meant for relaxation, not for writing reports, preparing contracts, and other work matters. If there is an urgent need to go out on Saturday or Sunday, then such work should be paid for overtime rates.

Protection from headhunters. Think about information security. Keep all contact details of your employees (including phone numbers and email) private. This will make it difficult for headhunters planning to poach your specialists.

According to a study conducted by the outsourcing company Acsour, the most effective way to reduce employee turnover is to increase wages. Interestingly, the size of the social package has an insignificant effect on the level of turnover, employees are mainly interested in high income and career growth.

Low values ​​of staff turnover rates are observed in companies that provide an opportunity for staff to make suggestions for improving their work. In such organizations, the office is not built like an open space. The researchers found that working in open spaces stimulates employee turnover: only 27 percent of companies with low and 60 percent of companies with high employee turnover have such offices.

The researchers also examined the point of view of employers. It turns out that most of them (72 percent) believe that voluntary health insurance helps reduce employee turnover. Sixty percent of the respondents supported the payment of material assistance as a tool for retaining staff, and 56 percent were in favor of professional development at the expense of the employer.

Examples of reducing staff churn in large Russian companies

Sberbank managed to reduce its staff turnover rates by 23 percent in two years. To solve the problem, heads of departments were involved. The main competitive advantage of Sberbank is its employees. To preserve and retain the established team of banking specialists, a mentoring system was introduced. Each newcomer was assigned a mentor, who was also his boss.

An original way to reduce staff turnover was invented by the Moscow Hotel Lotte hotel chain. There was a clear trend in the organization: after the dismissal of a manager in one of the hotels, other employees also applied for resignation. At the same time, it did not matter what attitude the team had towards the bosses. Leaving a leader is stressful for subordinates; they feel unstable in the new environment and therefore are looking for a new job. It is not difficult for a specialist with a higher education, knowledge of foreign languages ​​and work experience in an international company to find a new job. Therefore, the Moscow Hotel Lotte has put the solution to the issue of retention of line managers in the first place. Special support was provided and methods of motivation were undertaken for young managers, heads of departments.

Also, to strengthen the loyalty of employees, the company held events in which celebrities took part, often regular customers of the hotel. They told interesting stories from their lives, shared secrets from?

Looking through various sites for finding jobs and employees, you will notice that the same companies post the same vacancies, periodically offering jobs to the same specialists. Staff turnover Is one of the key and painful problems for any modern organization. To say that high turnover has a negative impact on business is not to say anything. A high rate of staff turnover does not allow the formation of a permanent and well-coordinated team, and, accordingly, the corporate spirit in the company. What are the reasons for such an unpleasant phenomenon? Are there ways to avoid it altogether, or at least significantly reduce it?

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What is staff turnover?

Staff turnover- movement of the labor force due to the employee's dissatisfaction with the workplace or the organization's dissatisfaction with a specific specialist. This indicator is also called "Index of revolving doors" and it displays how long the specialist has been at his job.

Figure 1 - The main types of staff turnover

1. Intra-organizational- associated with labor movements within the organization.

2. External- between organizations, industries and sectors of the economy.

3. Physical staff turnover covers those employees who, for various reasons, leave and leave the organization.

4. Latent (psychological) staff turnover occurs among those employees who do not outwardly leave the company, but actually leave it, are excluded from organizational activities.

5. Natural turnover (3-5% per year) contributes to the timely renewal of the team and does not require special measures from the management and personnel department.

Based on the latter definition, we can say that a small staff turnover rate is even useful for an organization, since it carries with it the renewal of the team with fresh thoughts and strength. Learn more about calculating employee turnover

Staff turnover can also be classified according to the position and period of work of the employee. The real disaster can be considered a large turnover of management personnel with some baggage of experience in the company (and the more it is, the more this affects the financial and emotional health of the company). Due to the frequent change of the head, not only temporary stagnation and low performance are possible, but also a ripple effect - the dismissal of his subordinates, who may leave after him.

Also, for some organizations, the real problem can be the dismissal of new staff in the event that a new employee quit before having worked out the funds that were invested in him.

Reasons for staff turnover

Everyone knows very well that in order to cope with a disease, it is not the symptoms that need to be treated, but the source must be eliminated. What are the sources of the disease with the name "staff turnover"?

• Let's start from the very beginning of the employment process - selection... Often the reason for dismissal is laid already at the first stage, during poor-quality selection. There are many reasons for such an unprofessional selection: a banal rush to close an empty vacancy on the part of the employer, the desire to get your fee as a recruiter faster, to find, finally, at least some kind of job as an applicant, or simply insufficient informing of the parties. In 99% of cases, this approach will sooner or later lead to dismissal.
• After the selection of an employee, he expects adaptation process... Poor adaptation or, in general, its absence causes premature dismissal on probation. Even when new employees stay and work in the company for a long time, their decision to dismiss can be made already in the first weeks of employment in this company.
• A successful onboarding process is not the key to success in dealing with employee turnover. The employee spends most of the day at work and on how comfortable working conditions created for him, his decision on his further stay in the company depends.
• Dissatisfaction with management- in any form, be it personal hostility, dissatisfaction with professional qualities or management methods, can also lead to the dismissal of an employee. The last two points are not limited to time frames, since in this case everything depends on the character of the person.
• After working for some time, an employee with certain ambitions and professional qualities will begin to think about the possibility of growth and development. Lack of career growth, professional development and training can lead to employee leaving. The next reason for the employee's dismissal is immediately traced - the prospect of getting a higher position in another place, the opportunity to use their abilities more widely there and, accordingly, a higher salary. This practice is usually observed at all levels of staff. Money is often not the root cause, though. Salary is not a direct determinant (determinant) of job satisfaction. Many employees are not satisfied with the psychological climate prevailing in the team, they are not loyal and not motivated, and money in this case is a convenient excuse to leave the company.
• Leaving an employee following his colleague, boyfriend, girlfriend, wife, etc. are also common. After all, a person is an emotional creature.
• And finally dissatisfaction with the employee on the part of the manager... The incompetence of an employee or his inability to work in a team is the reason for the manager's dissatisfaction and, accordingly, the reason for dismissal.

It is impossible to unequivocally determine the reason for the dismissal of all employees, so it would be useful to introduce into the company, for example, an interview upon dismissal, during which an employee of the HR department or a manager must find out the motive for dismissal.

Problem solving methods

Having found out the reason for the dismissal of employees, it is necessary to take measures to eliminate it. For example, if the salary level is to blame, it is necessary to find out whether there is a financial possibility of increasing salaries, bonuses or introducing other options for financial motivation of staff. If some of the employees were not satisfied with the working conditions, then it is necessary to make a decision on the possibility of improving them.

Figure 2 - Reasons and methods for solving staff turnover

If it turns out that the majority of those who quit have a work experience of up to 6 months, this indicates errors in the selection of personnel and its adaptation. In this case, the criteria for selecting specialists should be revised, the adaptation process should be improved, the supervision of an experienced employee should be introduced, the adaptation process of each should be monitored, training should be conducted, etc. employees, train him in effective management and interaction with the team. You can find out more about the calculation of staff turnover in your company and get a basic set of recommendations in this section.

HRM assistants for the personnel officer

Of course, there are many reasons for dismissal, which are almost impossible to predict, but still most of them can be monitored and eliminated before the fact of dismissal takes place. To help the HR officer, there are a huge number of ready-made test complexes, developed methods and instructions for creating your own tests. Thanks to them, you can regularly conduct various surveys, testing and assessment of personnel. The purpose of such events may be to analyze the psychological climate in the team, the process of adaptation of new employees, the effectiveness of various services in terms of personnel management, the level of satisfaction with working conditions in the company, and much more.

1C: Salary and personnel management

To effectively combat employee turnover, it is necessary to constantly monitor its coefficient and investigate the situation in the company. In the modern market, there are automated systems for personnel records, containing modules for planning the work of personnel, monitoring the efficiency of the personnel service and the state of personnel in the organization. One of the most popular and having the necessary functionality of information HRM-systems is "1C: Salary and personnel management 8". The system contains the report "Employee turnover rate", which allows you to control the current rate of employee turnover both throughout the organization and in a specific separate division.

This indicator represents the following ratio, taken over a certain period: (number of dismissed employees / average number of employees) * 100%.

Figure 3 - Report: staff turnover rate in "1C: Salary and personnel management"

The program contains functionality for testing employees, automatic payroll calculation, tax and personnel accounting. "1C: Salary and Personnel Management" will allow not only to use standard questionnaires, but also to develop new ones, send them out to employees, receive answers and process the results.

1C: Personnel assessment

Another HRM automation system, "1C: Personnel Assessment", will be a useful tool for a manager or a personnel officer in testing and assessing personnel. This solution gives the HR officer a wide range of opportunities for analyzing candidates when hiring and employees in the process of work, monitoring the socio-psychological climate in the team. The program allows for an individual approach to testing and evaluation due to the possibility of constructing new tests.

Figure 4 - Program "1C: Personnel Assessment"

Methods of dealing with staff turnover, in principle, can be very individual in the same situation, but with different people. The main thing is a clear definition of the root cause and its prompt elimination. Failure to understand in time that it is necessary to deal with turnover can be too expensive for the company. Continuous monitoring and analysis of the reasons for the dismissal of employees and, of course, the search and implementation of methods to combat them - all this will bring huge benefits for your business. The financial result will not be long in coming.

System integration. Consulting

What should be understood by staff turnover? This is a phenomenon that reflects the state of affairs in a company: working conditions, reward system, psychological climate, management styles and much more. Allocate different types of fluidity.

• active. A person leaves on his own, because he is not satisfied with the content of the work, the lack of career growth, working conditions at the workplace, relations with the manager or with the team, etc .;
• passive. The employee does not leave, but his manager wants to get rid of him, because he does not cope with the work, does not fit into the corporate culture, is often sick, etc .;
• intra-organizational. If an employee is transferred to another department, this is also a loss for his former manager;
• external. Employees leave the company in search of a “better lot”.

Thus, the reasons for the departure of employees can be generated by two parties: both the employee himself and the employing organization. And then staff turnover can be defined as the process of movement of the labor force, caused by the employee's dissatisfaction with the workplace or the organization's dissatisfaction with a specific employee.

How the employee turnover rate is calculated: the calculation formula

Some methods calculate the ratio of the number of dismissed employees who left the organization during the reporting period to the average number of employees for the same period.

The peculiarity of this technique is that not all employees are counted among those dismissed, but only those who left of their own free will or at the initiative of the employer:

• for absenteeism;
• for violation of safety measures;
• for unauthorized departure from work;
• due to unsatisfactory results of certification, etc.

Other experts consider this method ambiguous, since it does not provide an answer to the question: what if a person formally quit their job of their own accord, but the real reason is different?

There is another methodology that allows you to calculate the rate of employee turnover; the formula for calculating it is as follows:

• Chuvol - the number of people who left the organization during the reporting period;
• SSH is the average headcount for the same period.

In any case, further analysis of the reasons for the dismissal is needed to obtain a clearer and more complete picture.

Where and what is it used for

This indicator is used in personnel services, personnel management services, organization of labor and wages, financial and economic (depending on the organizational structure of the enterprise) as an indicator showing the level and nature of the movement of labor.

Like any indicator, this indicator informs us whether there are problems at the moment or everything is proceeding normally. Normal values ​​are understood to mean the values ​​that have developed in practice for various categories of personnel, sectors of the national economy and stages of development of the organization.

Human capital management specialists should keep a constant record of layoffs by categories of personnel, by divisions of the company, researching not only quantitative but also qualitative characteristics of the phenomenon, that is, analyzing the reasons for staff turnover.

Normative values ​​of the staff turnover rate

In practice, it has been established that staff turnover in the range of up to 5% is normal. It testifies to the renewal of human resources, which has a positive effect on the company's activities: employees retire, move to a new place of residence, and those who work ineffectively leave.

But if the employee turnover rate exceeds 50%, then this is an extremely negative phenomenon. Such a turnover of employees interferes with the normal activities of the organization and entails an inefficient use of resources. New employees need to be constantly trained, you need to pay for the services of recruiting agencies, and interview applicants.

The normal value of employee turnover for an individual company can fluctuate significantly depending on:

• type of activity of the company;
• the area where the enterprise operates;
• working conditions;
• other factors.

It is advisable for each company to determine its optimal level of personnel turnover in terms of costs and take it as a standard. To this end, you need to track the development of the phenomenon in dynamics, taking data, for example, for the last five years, and then decide whether you will reduce the indicator or be satisfied with the existing level.

The analysis of staff turnover makes it possible to identify the reasons that give rise to the excess of the actual values ​​over the normal ones. After that, you can develop an action plan to correct the situation.

Reasons for staff turnover

A variety of factors can be responsible for staff turnover. Let's consider the most common ones:

1. Type of activity of the company. For example, in trade organizations there is always a higher staff turnover than in manufacturing enterprises.
2. The location of the organization. In large cities, it is easier to find alternative employment options. In small towns and cities, job seekers do not have so many choices, so the turnover in similar positions will be much lower.
3. An overly young or, on the contrary, an age group: young people are more prone to frequent job changes, and workers of retirement age may decide to end their work at any time. Middle-aged employees are more interested in maintaining a permanent job.
4. The discrepancy between the level of remuneration and market realities. Low wages are one of the main reasons for skilled workers to change jobs. There needs to be a clear understanding of what the market salary levels are for each job unit.
5. Lack of development and growth prospects. Most promising employees strive for professional development and career growth. And if the current employer cannot provide the necessary growth, the employee will be forced to look for professional development opportunities on the side.
6. Inconvenient work schedule or poor working conditions.
7. Bad climate in the team. It is a subjective factor, but sometimes excessive claims of managers to subordinates, difficult relationships with colleagues, difficulties in adapting new employees can also lead to excessive turnover.

What can be done to stabilize the yield factor

Continuous monitoring of the movement of personnel, the calculation of the turnover rate and analysis of the reasons for its change should be accompanied by real actions designed to keep the staff turnover at a normal level. To prevent uncontrolled flight of employees, you can take the following actions:

1. Establish competitive wages for employees.
2. Control over the change of generations of employees. Ensuring the attraction of promising young specialists, the organization of their training by the older generation, the retention of qualified specialists of the middle generation.
3. Provide an opportunity for career and professional growth: training courses, career growth, possible with the correct organization of the generation change.
4. Establish a more favorable work schedule. For example, if all employees prefer to have lunch in the workplace, reducing the traditional one-hour lunch break to 30 minutes may be well received by employees, as they will finish work earlier.
5. If the organization operates in locations that are not very attractive to prospective employees, you can provide them with more favorable conditions: for example, reimburse the cost of renting housing.
6. Organize the correct personnel work, which will allow you to cut off runners at the interview stage, before signing an employment contract.

An example of calculating and analyzing the employee turnover rate

LLC "Company" is a manufacturing enterprise. The average headcount of the organization has been stable over the past years and amounts to 100 people annually. When calculating the turnover rate, the analytical department takes into account all the reasons for the dismissal of personnel. So, over the past five years, they quit:

For each year, we will calculate the employee turnover rate and trace its dynamics. We use the same formula:

Using this formula, we make a similar calculation of the turnover rate for each year:

Year	2014	2015	2016	2017	2018
Employee turnover rate	2 %	7 %	3 %	6 %	10 %

From the results of the calculation it can be seen that over the past five years, the employee turnover rate of the enterprise has grown significantly. Moreover, over the past two years it has exceeded 5%. The employee turnover rate has not yet reached critical values, but is already exceeding normal. In this regard, the company's management needs to work to normalize the working climate in the team, possibly revise the working conditions or work schedule. It is also necessary to analyze the reasons for the increase in the number of those dismissed for absenteeism. This may indicate the mistakes of personnel services in the selection of candidates for vacancies.

🔊 Listen to the post

• 1 What is employee turnover?
• 2 Types of staff turnover
• 3 Reasons for staff turnover
• 4 Employee turnover rate - calculation formula
• 5 Normal employee turnover rate
• 6 Measures to reduce staff turnover

The ancient Greek philosopher Heraclitus said that "everything flows, everything changes." The changes also affect the staffing of any company. Very often you can notice the following tendency: the same organization periodically publishes the same vacancy on employment services. What is the reason for this? As a rule, the reason for this is staff turnover. Any competent leader realizes that the “turnover” negatively affects the conduct of business, because a well-coordinated team usually works like a clock, in which every cog is important and needed. We will discuss how to calculate the employee turnover rate, the main reasons for this phenomenon and how to deal with it.

What is employee turnover?

The adjective "fluid" is most often used in relation to liquid substances and denotes an imbalance in the state of something. If we talk about the personnel of the company, then the concept of turnover implies a change in the status of an employee in a kind of fork “employed or fired”. Moreover, important indicators for determining the turnover of personnel will be both the frequency when changing the status, and the time during which a person was an employee of a particular enterprise.

In HR management, employee turnover is a kind of norm that demonstrates how often an employee gets a job and loses it. In other words, it shows how long a person has been a working link in a company. Staff turnover is also commonly referred to as the revolving door index because it illustrates the rate of layoffs for a particular organization.

If the employee turnover rate exceeds generally accepted standards, then the company environment is considered unstable and unfavorable. A completely logical question arises - why, for example, highly skilled workers leave? The loss of professional staff cannot but harm the business, because they are being replaced by new employees who need both training and the time required to "join" the team and work with it.

Types of staff turnover

Analysis of staff turnover allows us to distinguish five of its main types:

• Physical - covers employees who leave and leave the company for various reasons.
• Latent (or psychological) - observed when a person officially continues to be on the staff, but in fact does not take absolutely any part in the activities of the organization.
• Intra-organizational - occurs during personnel transfers directly within the company.
• External - labor resources are moving from one organization to another, and a change in both the industry and the economic sphere is possible.
• Natural - associated with timely and necessary updates in the team, is a normal and natural process, therefore, does not require special measures by the management.

Important: the natural “turnover”, according to experts, is 3-5% per year and is a kind of catalyst for fresh ideas and trends in the company's activities, since new employees often have the opportunity to look differently at the state of affairs. But with frequent changes in management, staff turnover is unlikely to have a positive impact on performance.

If we take into account the reason why a person leaves a particular company, then staff turnover is:

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• Active - the employee independently makes the decision to leave, because he is not satisfied with any external factors (for example, the size of wages, working conditions, the attitude of his superiors, personnel policy, atmosphere, etc.).
• Passive - the management of the organization is not satisfied with the personal or professional qualities of the employee.

Reasons for staff turnover

Probably, any manager is interested: why in some companies people work for years in a well-coordinated team, while in others - the HR department does not have time to start cases for new employees and see old ones off? The reasons for staff turnover are, as a rule, very diverse, but it is possible to identify patterns and formulate the most common reasons in connection with which people change jobs:

1. Material reasons - low wages, instability, unfair pay system, etc. lead to the fact that people want to find a new job that suits them financially.
2. Lack of career prospects - any employee with ambitions sooner or later thinks about how to climb the career ladder. People tend to strive for development and professional growth, therefore, the lack of prospects in terms of increasing wages or promotion in position provokes dismissals.
3. An unfavorable environment for the adaptation of new employees - if only the employed employee is not given due attention, is not helped to "fit" into the team, do not explain the essence of his duties, do not interest him, then the likelihood that a person will want to quit without waiting for the end of the probationary period is very high ...
4. Poor working conditions - people spend a lot of time at work, so management should strive to provide employees with everything they need for professional performance and personal comfort. Old equipment, cold room, lack of breaks and conditions for rest, etc. will not contribute to the work impulse.
5. Attitude towards management - personal dislikes, dissatisfaction with management methods of the management team often influence the fact that employees decide to leave the company.
6. Failures in the recruitment process - it is not always possible to find a valuable employee: there are cases when the manager makes a mistake and hires the wrong person, which most often ends in dismissal, since the employee does not cope with his duties.
7. Employee incompetence - usually in all organizations they seek to get rid of people who do not fulfill their work on time or cannot interact with the team.
8. Emotional impulses - the “herd instinct” manifests itself in the professional sphere: quite often others leave after one employee. Why? For example, because of friendships or family ties.

You can also highlight some of the factors that contribute to staff turnover:

• Skills - Usually low-skilled workers are more likely to move from one organization to another.
• Age - young people love change, so, according to statistics, people under 25 do not stay in one company for a long time.
• Remoteness of residence - if an employee has to get to work for a long time, then the risk of his dismissal increases.
• Work experience - people who have been working in one company for more than 3 years are less inclined to strive to change something, since both age and possible problems in adapting to a new place affect.

Employee turnover rate - calculation formula

Employee turnover is most conveniently calculated as a percentage. It's pretty simple, you just need to know some parameters that any manager will know from HR reports. The formula for calculating the employee turnover rate is as follows:

Ktk = (Chszh + Chrr) * 100 / Chsp, where

• Ктк - staff turnover rate (in%);
• Chszh - the number of people who left the company of their own free will;
• Chrr - the number of people dismissed in accordance with the decision of the management (due to absenteeism, violations of discipline, convictions, etc.);
• HR is the average number of employees for a certain period.

The average number of employees is an independent indicator, so first you need to calculate it. To do this, it is necessary to note the number of employees in the company on a monthly basis. Typically, the data is updated on the first of a new month. Next, you should decide for what period you need to find out the average number of employees? Then the figures for each month are summed up and divided by the number of months of interest.

Example: cafe "Lira" you need to calculate the staff turnover rate for one year. In January, 21 people worked in the cafe. In March, one waiter quit; in April, two new waiters were employed. In June, the cook left, and in July another was taken in his place. In August, due to the expansion, another kitchen worker was hired. In November, one waiter was fired for systematic absenteeism. In December, we had to arrange two more waiters, as the flow of visitors increased before the holidays. Thus, within a year, two people left of their own accord, and one was fired by the decision of the head, six employees were hired.

First, let's calculate the average headcount for 12 months. Data on the number of employees are presented in the table at the beginning of each month:

Outcome: average headcount for 12 months: HR = (21 + 21 + 20 + 22 + 22 + 21 + 22 + 23 + 23 + 22 + 24) / 12 = 22.Then the staff turnover rate for one year: Ktk = (2 + 1) * 100/22 = 13.64%. For a cafe, such a coefficient is normal, which means that personnel policy is effective.

Normal staff turnover rate

There is no absolute norm for all organizations, as the approximate limits within which the rate of “turnover” is called normal depends on the scope of the organization. The natural staff turnover is 3-5%. If the ratio is below 3%, then, most likely, there is a staff stagnation in the company. A figure exceeding 50% signals the presence of serious problems.

The turnover rates for personnel of different levels are presented in the table:

The staff turnover rate also depends on the direction of the company. For example, according to today's statistical studies, in organizations working in the field of information technology, the turnover rate should ideally not exceed 10%. Manufacturing enterprises should be guided by 10-15%, retail trade - by 20-30%.

Important: the average headcount and the turnover rate are indicators that, for a more accurate analysis, must be considered in dynamics, that is, over several years. In the case of an increase in the ratio, it can be concluded that there is instability in the company and that the personnel management policy is not effective enough. The decrease in the staff turnover rate shows that the situation is normalizing, the employees are satisfied with their work, therefore, the management is behaving competently.

Measures to reduce staff turnover

No executive wants to lose good employees, so usually every company has its own ways to reduce turnover. If you want to save your shots, you should pay attention to the following points:

• Fair pay - you should periodically monitor what salaries your employees in other organizations can expect. If necessary, it is important to increase the rates on time.
• Creation of comfortable working conditions - flexible working hours, good technical support, ergonomic furniture, breaks, own dining room, rest room, etc. Employees should happily come to their workplace in the morning, and for this it should be well equipped.
• The introduction of an incentive system - it is better to use a set of measures: material incentives in the form of bonuses and gifts before the holidays (as well as for excellent work) and non-material - the choice of an employee of the week with his photo on the honor board, the presentation of diplomas, certificates, etc.
• Holding collective events - holidays, trainings, courses, thematic and sports games, fairs. Anything aimed at uniting employees will do.
• The opportunity to get a promotion - career growth is important for everyone, so people should see that high positions are received not by those close to the leader, but by those who are worthy of them professionally.
• Responsiveness of management - Management that is attentive to the problems of its employees is always appreciated. It makes sense that work is the most important thing, but any person may have an urgent need to leave early or take a day off.

Important: it is not so difficult to find out what the team needs and what it expects - it is enough to conduct an anonymous survey, inviting employees to fill out a questionnaire. After analyzing the results of the survey, you can develop a set of measures to reduce staff turnover in a particular company.

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The employee turnover rate shows as a percentage how many employees left the organization of their own free will or were dismissed (due to the decision of the management) in relation to the average number of employees. The calculation is made for a specific period. Based on the data obtained, the manager can draw a conclusion about the effectiveness of personnel management. If the value of the coefficient signals serious problems in the company, then you should think about how to retain and interest your employees. However, it is important to understand that the complete absence of "turnover" is not a positive point, as it indicates a staff "stagnation".

The efficiency of the labor process depends on many factors, including the correct formulation of the production task and the professionalism of the company's employees. It is important to pay attention to the fact that well-coordinated work of the team and its cohesion significantly increase the effectiveness of production activities. Businesses with high employee turnover rarely succeed in their chosen field, since each new employee must go through a process of adaptation to new conditions and study their job responsibilities.

Frequent personnel changes lead to financial losses and labor downtime. Many employees, dissatisfied with this state of affairs, either leave their workplace, or cease to fulfill their labor obligations. The administration of the enterprise should not only know how to calculate staff turnover, but also take various measures to reduce this indicator.

High staff turnover is an indicator of an employer's inappropriate HR policy

What is staff turnover

Employee turnover is a fairly common phenomenon characterized by massive turnover of employees. The indicator under consideration is a reflection of the frequency of layoffs within the organization. This phenomenon can be explained by the lack of satisfaction of employees for the implementation of labor activities or dissatisfaction with the company's administration - the effectiveness of the production process. This phenomenon has many different names. In European countries, the term “revolving door index” is used to describe employee turnover. On the territory of the Russian Federation, the term “staff turnover rate” and its synonym “turnover” are used.

It is important to pay attention to the fact that the minimum turnover of employees is a normal indicator that every entrepreneur should strive for. Attracting new employees allows you to reveal the hidden potential of the organization and increase production efficiency. However, constant personnel changes negatively affect the work process.

Many of the “newbies” leave the company without even having time to study their job description. In this situation, the administration of the company has to hire highly qualified specialists. But the lack of "space" for self-realization and career prospects can lead to the fact that qualified employees will eventually leave the company. Against the background of all of the above, staff turnover within the company is only increasing, which indicates the presence of obvious problems in the ranks of the company.

In order to solve the problems associated with the ineffective work of the personnel department and the low efficiency of the production process, an in-depth analysis of the current situation should be carried out. For this purpose, special formulas created to calculate the yield factor are used. This indicator allows you to identify the need for health improvement activities and determine the success of actions aimed at reducing the degree of negative movement of employees.

Reasons for the increase in the index of revolving doors

According to experts in this field, all reasons for dismissal can be divided into two conditional categories. The first category includes factors that have a negative impact on the growth of the coefficient of movement of employees. The second category includes those situations when the head of the enterprise is dissatisfied with the labor results of a particular employee and terminates the labor agreement with him.

Personnel turnover as a phenomenon of mass change of personnel at an enterprise is an extremely important indicator of the efficiency of enterprise management.

1. Lack of conditions for the implementation of the labor process.
2. Unfair work of the personnel department is a manifestation of haste if you want to speed up the production process, which leads to insufficient information about the working conditions of the applicant for a vacancy.
3. Lack of help in overcoming the adaptation process of beginners, which can cause maladjustment over a long period of time.
4. The presence of conflicts within the team, which are expressed in the form of disagreement with the actions of the administration and personal dislike for the head of the company.
5. Lack of career growth and dissatisfaction with their own job responsibilities.
6. Low qualification of employees of the organization, combined with a lack of discipline, which leads to the dismissal of personnel at the initiative of the management of the enterprise.

It should be noted that this category of reasons for high staff turnover includes various situations associated with the wrong actions of the company's management. The systematic dismissal of employees for subjective reasons indicates that the work of the personnel department is incorrectly built in this enterprise.

1. Termination of an employment contract at the initiative of an employee.
2. Termination of employment based on the agreement of the parties.
3. Termination of an employment agreement at the initiative of the company's management, due to non-compliance with labor obligations and inadequacy for the position held.

Varieties of "fluidity"

According to the theory of personnel management, there are several types of employee turnover, which are classified based on certain criteria. ... The first criterion is the scale of the problem. This category includes the natural fluidity process and the increased index of revolving doors. In the latter case, the frequency of dismissals of employees of the enterprise negatively affects the productivity of production.

The next criterion is the predominance of the initiative of the negative movement of hired employees. With active turnover, the initiative to terminate the employment contract comes from the employees of the enterprise themselves. The main reason for mass layoffs is dissatisfaction with working conditions. Passive turnover means initiative on the part of the employer. The most common reason for dismissal is the low qualifications of hired personnel.

Certainly, a certain minimum level of personnel movement is absolutely normal.

The third criterion is the direction of movement of personnel... Internal movement, called personnel rotation, manifests itself in the form of a redistribution of official powers. This can mean both an increase and a demotion of an employee in a position, or a transfer to another division of the company. External movement of personnel is dismissal for the purpose of employment in another organization. External displacement can be expressed in the form of mass layoffs of employees. In addition, there is a latent form of external expression, which manifests itself in the form of a lack of employee satisfaction with working conditions and readiness to leave their workplace at the first convenient moment.

It is important to note that latent staff turnover cannot be analyzed. But this indicator has a high degree of negative impact on the cohesion of the team and the psychological microclimate within the company.

As practice shows, the classification of staff turnover according to various criteria helps to analyze in detail the problems that exist within the enterprise. The calculation of the index of the index of revolving doors allows you to identify the exact reasons for the mass layoffs of employees and determine the need for recreational activities.

Basic rules for analysis

The analysis of negative circumstances that entail mass layoffs of employees should be carried out with increased responsibility. Such events allow to reveal the real picture of the personnel policy of the administration of the company. This means that it is unacceptable to reduce this procedure to dry calculation of percentages.

The calculation of the employee turnover rate should be carried out taking into account the scope of the company. Otherwise, the results obtained will not reflect the real picture. Compiling such calculations can be compared to analyzing the total temperature of bodies within an entire hospital. Agree, the results of these calculations are not very informative and do not carry useful information. That is why, during the analysis, it is necessary to take into account each division in the company. Often, the negative movements of hired employees are associated precisely with the specificity of the labor obligations of specific officials.

You should also take into account the real motives of employees that push them to leave. As practice shows, only dry information is indicated in the letter of resignation, which does not correspond to the true state of affairs. Personnel management experts recommend preparing special statistics, which will take into account all the reasons for the dismissal of employees.

A correctly calculated turnover rate makes it clear to the employer whether it is necessary to launch measures to reduce the level of negative staff movement

When compiling the calculations, it is necessary to take into account the length of work of the former employees of the company. It is necessary to take into account not only employees whose work experience within the organization is less than twelve months, but also those specialists who have worked for many years. . The ratio of these indicators allows us to identify various reasons pushing personnel to leave the enterprise.

It is important to pay attention to the fact that when analyzing the turnover of employees of an enterprise, it is necessary to identify not only objective factors that contribute to dismissal. A competent and responsible employer should conduct a detailed study of the existing shortcomings in the work of the HR department. Most often, the reason for the low efficiency of the labor process and the subsequent dismissal of employees is their low qualifications and a difficult adaptation process.

Rates for employee turnover

The employee turnover rate shows the percentage of the number of employees who quit the company and the average number of employees for a certain period of time. The rate for this indicator is closely related to the scope of the enterprise. In addition, when making calculations, you should take into account various indicators for each of the departments of the company. It is important to note that the turnover rate among marketing employees can differ significantly from that of regular workers. This can be explained by the fact that employees related to the administration of the enterprise are much less likely to leave their workplace in comparison with low-skilled personnel.

As statistics show, the staff turnover rate among managers varies from 0.1 to two percent. Among representatives of the middle management of the administrative structure, this norm is about ten percent. Coefficients for line employees should not exceed twenty percent. The norm for qualified personnel involved in the production process is an indicator equal to thirty percent. The turnover rate among low-skilled workers ranges from thirty to fifty percent.

It is important to pay attention to the fact that the final value may differ due to the specifics of the enterprise.

Latent, potential or psychological fluidity is an indicator that cannot be calculated, but it has a strong negative impact on the corporate spirit in the team.

The highest turnover is observed in the hotel and restaurant business, where the figure is eighty percent. For trade and insurance companies, the normal value is a ratio of thirty percent. These indicators are significantly lower in the manufacturing and high-tech sectors. According to international researchers, in such organizations the index of revolving doors does not exceed fifteen percent.

It should be said that, first of all, it is necessary to analyze the dynamics of the negative movement of hired employees. The increase in the revolving door index clearly demonstrates the negative climate prevailing within the team, the low efficiency of the HR department and the dissatisfaction of employees with the working conditions. A decrease in this index indicates the normalization of interpersonal relations among employees and the correct use of personnel.

Calculation rules

The formula for calculating the turnover rate is used only when a time period is selected, which will be used in the calculations. It can be a specific month, quarter, or year. Before starting the calculations, you should carefully analyze the documents on the termination of employees and identify those factors that could affect the level of employee turnover. Next, you should prepare calculations of the average number of employees for a specific time period.

In order to determine the average number of employees for a certain period, it is necessary to obtain the degree of the number of employees of the organization on the first day of each month. After preparing all the necessary information, the following actions are performed:

((Ch1 + Ch2 ") / 2 + (Ch2 + Ch3) / 2 + ... + (Ch12 + Ch1n)) / 12 = MF, where:

1. Ch1-Ch12- the number of employees of the organization on the first day of the month.
2. Ch1n- the number of employees as of January 1 of the reporting year.
3. Midrange

КУ / СЧ * 100 = КТ, where:

1. NS- the number of employees who left the company.
2. Midrange- the average number of employees.
3. CT scan- staff turnover rate.

The most effective way to reduce employee turnover is to stimulate an increase in the level of work value for each employee.

Branch number six of the financial institution "Your Money" for several years has been showing low efficiency of labor activity. The company's administration has suggested that one of the reasons for this phenomenon is the rash decisions of the personnel department. Young specialists recruited to carry out labor activities in this department leave within a couple of months after employment. The specialist of the personnel department of the financial institution A.D. Vasiliev made an analysis of the personnel turnover in department number six for the period from October 30, two thousand and sixteen to September 31, two thousand and seventeen.

When compiling the calculations, the following indicators were used:

1. The number of employees of the department in question as of November 1, two thousand and sixteen is 254 people.
2. The number of employees of the department under consideration as of September 31, two thousand and seventeen, is 251 people.
3. The number of those dismissed for reasons affecting turnover is -43 people, of whom 38 left the workplace on their own initiative.

Compilation of the index of revolving doors for compartment number six:

43 / ((254 + 251) / 2) * 100 = 16.63% (this indicator is expressed only as a percentage).

After a thorough study of the personal files of the dismissed workers was carried out, it was revealed that the reason for the dismissal was insufficient qualifications. It was this reason that became the main factor in the low efficiency of the department's labor activity. A detailed analysis of the personal files of employees working in this department made it possible to obtain information that only twenty percent of employees have been working in this organization for more than five years. This information clearly demonstrates the presence of gaps in the procedure for recruiting employees and the work of the HR department.

Factors affecting performance

According to HR theory, a normal revolving door index is a ratio that ranges from three to five percent. This indicator indicates a normal microclimate within the team and the absence of a negative impact of staff turnover on the production process. In this case, most of the layoffs are related to reasons that do not depend on each of the parties. These include urgent conscription, retirement and complex illnesses.

Employee turnover is a metric that shows the frequency of the device and the termination of an employee.

In practical terms, the size and location of the company should be considered. The specifics of work and the seasonal demand for the products or services offered. In addition, the level of competition in this area is taken into account. One of the main factors affecting staff turnover is the predominance of one of the categories of employees (company administration, office workers or production personnel). For medium-sized businesses, a revolving door index of twelve percent is normal. In larger companies, it can be as high as fifteen percent.

Wellness activities

In order to gain control over staff turnover, it will be necessary to carry out remedial measures in order to reduce the number of layoffs. Measures to reduce employee turnover include various actions by company management aimed at eliminating the most common causes of employee dismissal. The most effective method for solving this problem is to increase the value of the workplace in the eyes of employees.

In order to retain existing employees and improve the efficiency of their work, it is necessary to timely implement new personnel management systems.

Possible career growth and salary increases are the first steps in the recovery of the company. At the initial stage of such events, the main goal of the employer is to completely change the personnel policy to reduce the personnel turnover rate. This will require optimization of financial rewards for high performance. These can be extraordinary bonuses, bonus or additional payments.

Further, it is necessary to reduce penalties for employees who have violated labor discipline. One of the most effective methods to reduce staff turnover is to expand the benefits package and introduce additional benefits for certain employees. In some cases, it will be necessary to revise the schedule of work and rest of employees.
Particular attention should be paid to the level of training and qualifications of personnel. Training at the expense of the company, conducting various seminars and trainings allows you to solve the problem with the low efficiency of the production process. In addition, serious work should be done with the administration of the company. First of all, this concerns the HR department, which is directly responsible for staff turnover.

The higher the employee turnover rate, the more unsettling the company is

Conclusion

In conclusion, it should be said that managing a company is a complex activity that requires constant effort. The efficiency of the enterprise administration is determined based on the index of revolving doors. In order to reduce the number of layoffs, the head of the company needs to find an individual approach to each employee in order to provide the most favorable working conditions. It is these measures that will increase the cohesion of the team, which will have a positive effect on the effectiveness of the production process.

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