Turnover In Australia Essay

High employee turnover, where workers frequently leave and must be replaced, leads to increased spending on recruitment and training and can indicate management problems. Employees often have good reasons for moving on but if too many are leaving an organisation, can be very disruptive.

In the globalized and changed competitive business world, it is important responsibility to deal with employee turnover for any organization. Effective and efficient management of employee turnover is an essential task to achieve the organizational overhead goals. Significant amount of research has been undertaken to understand the major causes of employee's turnover and retentions mechanisms that organizations should develop, especially in the field of healthcare.

When an employee leaves the company of his or her own volition, it is called voluntary turnover. In this essay, I will discuss why voluntary turnover is a problem for many organisations and how to retain employees.

Some feel their supervisors don’t understand them and some are just on the way to the next highest paying job. No matter the reason, the loss of staff affects the quality and quantity of service we provide to our clients. Turnover increases critical incidents with our clients by putting them in harm’s way by utilizing staff they may not have been properly trained to deal with the client and their particular needs (Wenger, 2011). Furthermore, turnover causes severe staffing shortages and increases overtime costs for additional staff to cover those vacated positions (Wenger, 2011). As an HR professional, I wanted to focus this research on finding the answers to the questions I had around turnover. My research will include the concepts of recruitment and selection in acquiring human resources as well as compensation and training and development and will be used in formulating the strategic recruitment plan.

Retaining employees is one way the turnover rate can decrease, Branham (2000), focuses on retaining valuable employees by incorporating four key elements. The first key elements is, “be a company that people want to work for”. There are many companies that have been labeled as, “employers of choice”. These employers all have something in common, which is how they value their employers (Branham, 2000). They treat their employees with respect and like family. With being an “employer of choice,” people are the most valuable asset; not just customers but employees too. Many companies go above and beyond for their customers, but not for their employees, yet they wonder why they are losing valuable talent.

In this paper Team C has discussed the issue of poor employee retention concluding in a high employee turnover rate. This is an issue that can be common among some companies and that is a great example of

Employee/team member turnover may be mostly a negative issue, yet it can become positive if only controlled by the organization correctly and appropriately. Turnover is often utilized as an indicator of the organization performance and it can easily be observed negatively towards the organization’s efficiency and

As employee turnover increase, it is the role of the HR manager to keep that from happening, by being more engaged with employers, Richard P. Finnegan introduced this in his book ‘The Rethinking Retention in Good Times and Bad, Breakthrough Ideas for Keeping Your Best Workers’. Mr. Finnegan spoke of the ten principles he believe will decrease the employee turnover, in addition to improving HR and employer’s relationship, he conducted research through surveys, and through experience.

For my research assignment I chose the topic “The Effects of Human Resource Management Practices on Employee Turnover.” I chose this topic because it is allied with an assignment

Workforce turnover is a complex and important issue amongst today's organisations. It is perhaps one of the most often cited cause of increased cost and decreased productivity. No wonder people management has become an important frontier to extract and create more value from company assets. On comprehending the articles, it has become evident that organisations have moved beyond the traditional approach of only investing in core business activities, to invest in employee retention strategies. Many organisations, for example St. George Bank

The authors of this article give the misconceptions of employee turnover by systematically breaking down myths that organizations tend to believe cause employees to leave the workplace. The misconceptions are replaced with evidence based strategies that show the underlying factors beyond pay compensation that drive turnover in addition the employee morale. One of the meta-analytical relationships that

While salaries and career advancement are important, Tom adds that, many employees will choose to leave because they do not believe that their work is appreciated. According to surveys, Tom says that more than 40 percent of people leave their jobs because they do not believe that their companies value their contributions. Tom argues that; “a lack of appreciation, a lack of teamwork and the perception that business owners don’t care about their employees are consistently the highest-rated reasons for low job satisfaction. This often stems from poor communication on the part of employees, their managers or both”.

High employee turnover rates bear an overall impact on organizational performance. More specifically, the costs of turnover will impact the company’s productivity. The cost of replacing employees can exceed 100% of the annual salary for the open position (Cascio, 2006). There are two types of costs associated with managing turnover, Separation costs and Replacement costs (Allen, Bryant and Vardaman, 2010). When employees voluntarily resign the organization acquires loss time and money to separate from the former employee. These costs include recruiting, selecting and training a suitable replacement. The relationship between turnover rate and performance are inverse. As collective turnover increases, an organizations productivity will decrease (Hausknecht and Trevor’s 2011). Developing mechanisms to offset the desire for employee’s to resign could mitigate the risk of company’s falling short on productivity, and incurring those costs that affect the bottom line.

A company’s ability to maintain and productive and happy workforce is a battle that every employer faces, especially in today’s economic battle to provide the best for one’s family and be happy to get up in the morning and go to work every day. However, no matter what a company does right or wrong, there will always be a number of employees who find different, better jobs, or just want to change careers. The result for the employer means hiring new employees to fill the voids created, this is known as turnover rate. In order to understand and control employee turnover we first need to know what employee turnover is, what factors are involved in an employee’s decision to leave the company, and how should a company or human resource department try to control employee turnover?

Employee turnover is one of the biggest challenges that Unilever faces. A turnover event takes place when an employee voluntarily or involuntarily exits an organization or unit. There are various factors that contribute to high turnover events in Unilever. For instance, the organization often struggles to contain challenges arising from regular complaints by employees over issues such as being overworked. As soon as they are recruited, new workers do not go through real organizational induction or orientation. Therefore they do not understand who to contact or what they are expected to be doing. As a result, highly skilled and talented workers decide to leave the organization. The degree of long-term sick leaves is high in the company. Some workers complaint that the company subjects them to long working hours and low wages. This results in an imbalance in their work-life issues. Employee turnover also affects managers and senior employees.