Understanding And Addressing Employee Turnover Through Engagement

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.

There are two types of turnover, voluntary turnover happens when the employee makes the decision to leave and involuntary turnover is when employees has no choice in their termination (Schmitz, 2012). Every month or sooner managers experience some of their exceedingly qualified employees leave the company. After realizing that their company is becoming less profitable is when they begin to wonder why and brainstorm on ways to retain them. In Information Technology, “the cost of recruiting new staff is high and the loss of continuity when staff leave can also be very expensive” (Bott, 2005, p. 111). In IT, human resources strive to maintain their highly skilled employees while employees’

Different studies demonstrate a conflicting relationship between worker turnover and productivity, at the same time, there is general sentiment that high turnover rates can have an extraordinary impact on company’s performance (Bluedorn, 1982) because turnover can bring about interruption and disturbance is adversely identified with productivity. Hence turnover can influence an organization's funds, proficiency, profitability and assets. Koh and Goh (1995) point out that while the turnover of employees can have positive results, such as improving poor performers, encouraging new ideas and help employee get more chance to develop their career, the expenses connected with employee turnover can be considerable. These incorporate the expense of training and recruitment, and poor organization spirit and image. Working attitude elements, for example, participant and satisfaction do not seem to influence turnover goal

This report aims to evaluate reasons for high employee turnover rates and introduce effective counter measures to combat losses. I researched a number of peer journals, scholarly reports, and organizational reviews to complete my analysis. I was able to ascertain a few key elements that have proven to be desirable for employees on all levels and develop a clear understanding of elements that push employees away from an organization. This report uses the data I collected to suggest why employees leave and how to keep them.

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

Explain the remaining employees the reason for turnover and motivate them and offer benefits so that they is no further

Employee retention could be described as the efforts by any business or organization to develop strategies and initiatives that support current staff into remaining with the organization. Retention is “the ability to hold onto those employees you would want to keep for longer than your competition” (Johnson, 2000). Success or otherwise of an organization in retaining its employee’s is measured in terms of Employee Retention Rate (ERR) or through assessment of the Employee Turnover Rate (ETR).

Employee turnover and the retention of valued employees are major problems facing business in the U.S. The average turnover rate is hovering at 15%. The costs associated with that turnover can be high - generally 25 percent of the individual's annual salary. Unemployment in the United States is at a 24-year low. Employee loyalty is down. Never before has it been so critical to focus on strategies for keeping good employees. However finding a solution to high turnover is not easy.

Employee turnover is defined as the rate at which employers gain and lose their staff (Kysilka & Csaba, 2012). When an employee leaves a company, valuable skills and knowledge are lost and it could directly affect the guest. Moreover, finding new employees with similar performance levels as the ones you’ve lost is time consuming and not to mention, costly. Companies who actively find ways to retain employees gain a strong competitive advantage, especially in the hospitality industry (Kysilka & Csaba, 2012). Although a certain amount of turnover is necessary and healthy for an organization, a high amount can lead to excessive costs. Turnover is problematic for many companies because it is very costly for the employer, especially in jobs which offer higher education and extensive on-the-job training. High turnover is part of larger set of problems including reduced production and quality higher costs, low satisfaction with managers, work anxiety, absenteeism and work place accidents (Dipietro & Condly, 2007).

Employee turnover is one of the main challenges facing the hospitality industry all over the world. An increase in turnover gives the restaurant’s heads of human resource department an added task of recruiting and training staff. This strains the restaurant’s finances and affects the net income the restaurant collects. In the case study, the vice president of human resources, Terry Dickson, wants to come up with a solution to the high turnover problem. Consultations are very important to ensure that the selection system made satisfies all the parties involved. The purpose of this paper is to explore the cause of the high turnover, the responsibility

High level of employee turnover continues to be the most serious challenge in the hospitality industry (Hinkin & Tracey, 2000; Wasmuth & Davis, 1983). The hospitality industry has an exceptionally high turnover rate compared to other industries.

Hence retention of the employees within the system is necessary. The organization is completely at loss when the employees leave their job once they are fully trained. Thus recruitment of qualified employees, training and maintaining them becomes important. Employee turnover reduces the organizational productivity and also

Additionally, managers should understand the culture to assess the employees’ retention and turnover rates. Turnover rates can have a positive or negative association. For instance, high turnover rates may indicate that employees have large caseloads or a lack of leadership in management. On the other side, a high turnover rate may indicate that there is room to improve professional skills and either move on to a new agency or be promoted within the current agency. Still, managers must identify and understand the organization’s culture to properly assess which influences are causing employees to stay or leave (Ban et al., 2003). Moreover, managers should recognize how autonomy within the agency impacts the climate and the burnout rate (Claiborne et al., 2011).

Hospitality is an industry that critically depend on their human resource, employees’ customer service is the main part of hospitality production,(Kysilka&Csaba, 2014). In this case, high quality employees and employee retention should be main areas to successfully operate a hospitality company. However, high staffing turnover widely exist in hospitality industry, particularly, employees

Employee turnover creates a significant economic impact when critical employees, especially given the knowledge that is lost with the employee’s departure (Ramlall, 2004). It can further be concluded that employees who remain with the company for longer periods of time contributes to the overall goal of the company and becomes an integral part of the team.