Analysis of staff turnover at Karavay LLC

Let's analyze the movement of personnel and staff turnover in Karavay LLC according to the data for 2013-2015.

In the process of carrying out calculations, we will use the following system of formulas:

1. The total turnover of the labor force is determined by the formula:

Oob \u003d Op + Oy, (7)

where Oob - total turnover work force;

Op - the absolute value of the turnover on admission;

Oy - the absolute value of turnover on dismissal.

2. The absolute size of labor turnover is calculated as follows:

Edema \u003d Oszh + He, (8)

where Edema is the absolute size of labor force turnover;

Oszh - the number of dismissed own will;

It is the number of those dismissed for absenteeism and other violations of labor discipline.

3. The indicator of the total turnover of the labor force is defined as:

Pob \u003d (Oob: T) x 100%, (9)

where T is the average number of employees.

4. The stability indicator of personnel is defined as:

Pstab = 100% - Kob, (10)

5. The indicator of turnover on acceptance (Kn), is calculated as:

Pp \u003d (Op: T) x 100%, (11)

6. The indicator of turnover on dismissal (Ku) is calculated as:

Pu \u003d (Oy: T) x 100%, (12)

7. The labor force turnover rate (Ktek) is calculated as:

Ptek \u003d (Edema: T) x 100%, (13)

Let's perform the calculation based on formulas (7-13). To this end, we use the data in Table 20.

Table 20 - Analysis of movement indicators personnel and staff turnover in Karavay LLC by personnel categories

As established in the course of the study, the number of employees hired by Karavay LLC increased over 2013-2015. from 21 people up to 35 people Moreover, if in 2013-2015. all employees were hired to replace those who left, then in 2015 8 people. was accepted for new jobs in the confectionery shop. The number of retired employees for 2013-2015 also increased from 21 people. up to 35 people

The absolute size of staff turnover is made up of employees who resigned of their own free will and at the initiative of the administration of Karavay LLC.

Thus, the number of employees who left of their own accord increased in 2013-2015. from 17 people up to 29 people In 2014, the number of employees who left at their own request increased by 35.29%, and in 2015 by 26.09%

For violation of labor discipline in 2013-2015. 1 person was fired. Other reasons for dismissal of employees in 2013-2015 was the retirement of employees. So, in 2013, 3 people retired, in 2014 - 4 people, in 2015 - 5 people.

If we consider the structure of employees dismissed of their own free will, then the first place is occupied by workers. So, if in 2013 12 workers quit of their own accord, then in 2015 there were already 20 workers. In general, the absolute size of staff turnover is shown in Figure 6.

Figure 6 - Dynamics of the absolute size of the staff turnover of Karavay LLC, pers.

The staff turnover rate for Karavay LLC as a whole increased by 1.25% in 2014, and by 1.13% in 2015 (Figure 7).

Figure 7 - Dynamics of the employee turnover rate in general for Karavay LLC,%

So, if in 2013 the level of staff turnover was 7.188%, then in 2015 it was already 9.568%. As noted in the course of a theoretical study, 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 service. Excessive turnover causes significant economic losses, and also creates organizational, personnel, technological, psychological difficulties. Thus, in Karavay LLC in 2013-2015. excessive staff turnover was noted.

As a result, the staffing stability indicator decreased from 83.75% to 75.31%. Consider the dynamics of the staff turnover rate by certain categories personnel (Figure 8).

Figure 8 - Dynamics of the staff turnover rate for certain categories of personnel,%

As the data in Figure 8 show, the highest staff turnover was noted among workers.

Let's analyze the economic losses of the enterprise due to staff turnover. For this purpose, we use formulas (3-6). The calculation results are presented in Table 21.

Table 21 - Analysis of the economic losses of the enterprise due to staff turnover

As established in the course of the study, the total economic losses of the enterprise associated with staff turnover increased over the analyzed period from 2857.57 thousand rubles. up to 5216.15 thousand rubles. The dynamics and structure of the enterprise's economic losses associated with staff turnover is shown in Figure 9.

Figure 9 - Dynamics and structure of economic losses of the enterprise associated with staff turnover, thousand rubles.

As the data in Figure 9 show, the greatest losses of the enterprise are due to insufficient labor productivity of newly hired workers.

In 2015, the personnel department interviewed all 20 workers who left of their own free will to identify the reasons for the dismissal. The survey results are presented in Table 22.

Table 22 - Results of a survey of workers who left of their own free will on the subject of the reason for dismissal

As the data in Table 22 show, the largest number of layoffs among workers was noted due to difficult working conditions, as well as the difficulty of adapting to the team and poor relations with management.

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The director of the company requires a turnover report. Advise where to start? Is it correct to measure the percentage of turnover in departments with 1-3 employees? Advise, what else the analysis to spend?

Answer

There are several turnover rates, and each of them reveals its own problem areas. For example, to assess the overall employee turnover, staff turnover rate, calculated by the formula: Ktek \u003d (Xszh + Xdps) x 100 / S, Where

Ktek - staff turnover rate;

Khszh- the total number of those dismissed at their own request for the reporting period;

HDPS- the total number of those dismissed for violation of labor discipline, absenteeism, on a criminal record for the reporting period;

S- the average number of personnel for the reporting period.

Moreover, you can set any accounting period: quarter, half year, year.

Read about Staff turnover more at the link.

But if you need to evaluate the effectiveness of the motivation system in your company, it is best to use potential flow coefficient, which is calculated by the formula: Kpt \u003d n x 100 / N, Where

kpt– coefficient of potential fluidity;

n- the number of employees who expressed their intention to leave during the last year;

N is the total number of respondents.

For more information about all the main staff turnover rates and the features of their calculations, you can see in our article "Staff turnover: do we calculate it correctly", magazine "HR Director", No. 10, 2013.

If the department has one or two employees, it makes no sense to make a calculation, it will be unreliable. Since a small group should consist of at least three or more people (according to the standards of sociology).

Where to begin? First of all, from the definition of what exactly you need the calculation of staff turnover. As soon as you determine the scope of tasks, start collecting statistical data. You will need them to enter the results into the formulas for calculating the turnover rates.

Next, before you take on the calculation of the company's employee turnover, study the statistics on turnover rates that are specific to your business. For example, in trading companies staff turnover is much higher than in engineering. If seasonality is typical in your business, this will also affect the level of staff turnover, but will not be a negative factor. If your company is booming or undergoing a reorganization, churn rates will skyrocket. But these figures will not speak of negativity, these are natural “ups” that characterize a particular business profession.

Remember: if you do not have reliable statistical data for at least a year (that is, you need to compare indicators), the results will tell you nothing. Then explain to the management that you can give a % turnover indicator without reference to dynamics.

1. Introduction

2. The concept and causes of staff turnover

2.1. The concept and types of staff turnover

2.2. Causes of staff turnover

Introduction

The topic of this course work : "Analysis of staff turnover in the team."

The relevance of this work is that the production of each country and each industry depends on a number of factors. The sphere of education, like any other branch of the national economy, exists in direct dependence on these factors. One of the most important factors affecting the level of labor productivity, and, consequently, the efficiency of production, are the personnel (personnel) of the enterprise.

Personnel is the most valuable and important part productive forces society. In general, the efficiency of an enterprise depends on the qualifications of employees, their placement and use, which affects the volume and growth rate of manufactured products, the use of material and technical means.

The problem of this work

The purpose of this work is to study the staff turnover in the enterprise.

To achieve this goal, the following tasks are solved:

the concept and causes of staff turnover

consideration of the management of the process of staff turnover

study of types of staff turnover

analysis of staff turnover at the enterprise

study of methods to reduce staff turnover at the enterprise

Research hypothesis

The subject of this work is an assessment of staff turnover in the enterprise.

The object of the study is LLC "LesStroyInvest" operates in the field of agricultural processing enterprises.

In my research, I used the following methods:

When performing this work, scientific and educational works of domestic and foreign authors were used, such as Artemenko V.G., Vikhansky O.S., Glazov M.M., Efimova O.S. and other authors.

2. The concept and causes of staff turnover

2.1. The concept and types of staff turnover

Staff turnover is one of the key problems for any organization.

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

The physical turnover of staff covers those workers who, by virtue of

various reasons, they quit and leave the organization.

Hidden or psychological staff turnover occurs among those employees who do not outwardly leave the organization, but actually leave it, are excluded from organizational activities.

Hidden employee turnover is not recorded in the documentation, but can significantly harm productivity. It is not uncommon for employees to demonstrate passive resistance or covert sabotage; they are physically present but mentally absent. They do not work during the day, but do only the most necessary. Or, worse, they do not perform their duties well enough. For example, in some business organizations, employees are paid for an eight-hour work day, but in reality, employees work an average of a maximum of 4.5-5 hours per day. The rest of the time they can be found in the cafeteria smoking, playing on the computer or surfing the Internet entertainment sites, or talking with colleagues on everyday topics. Often such employees only create the illusion of business activity, but in fact they actually left the organization, although they did not leave it. In this group of employees, all levels of the organization can be represented, from top managers at the very top of management to employees at the lowest level.

Employees who leave the organization, but do not leave it, burden it with serious problems that impede the achievement of organizational goals.

Often hidden employee turnover indicates a "war of labor against

management”, i.e. is a form of employee opposition to management

companies.

In the presence of a large number of employees who “leave the organization but do not leave”, the following manifestations become common:

Decreased product quality.

High rate of production waste.

Lots of walks.

Lots of late work.

Lots of viral/colds.

Many capable and necessary people are leaving.

Work is rarely done on time.

Employees believe that they work "for their uncle", and not for their own

Careless handling of machines and equipment, as a result of which frequent

breakage of office and other equipment.

Employees spend too much time on breaks, lunch, etc.

wasting time.

Employees do not take the blame for what they have done - they are looking for goats

absolutions.

Employees do not improve their skills; rely almost entirely on old experience.

Thinking is directed only to the immediate future.

Little or no anticipatory thinking, only thinking in relation to already existing problems.

Little or no creative thinking.

The cost of production rises because employees believe that the product belongs to the company and not to them.

The company in general and management in particular are viewed as the enemy.

This list is not exhaustive, but it allows you to see typical

features of organizations with high latent staff turnover. Organizations with this kind of characteristics eventually find themselves unable to compete in the market with other organizations. It can be very difficult to re-enable a “turned off” workforce, because such personnel develop stable psychological habits that accompany this installation.

2.2. Causes of staff turnover

The main reason for turnover is the dissatisfaction of employees with their position. In particular, we are talking about dissatisfaction salary, conditions and organization of labor; unresolved social problems; remoteness of work from home; lack of conditions for recreation, children's institutions; disrespectful attitude from the management, unjustified claims, instability of official position and inability to make a career. Thus, staff turnover is associated not only with social and everyday disorder, but also with the difficulties of self-realization or self-affirmation. In Japan, in 85% of cases, the motive for dismissal is the incompatibility of the employee and the organization as a whole.
The factors that cause the movement of personnel are diverse, have different sources, the strength of their influence is different, changeable and often difficult to quantify.

They can be divided into three groups:

factors arising at the enterprise itself (the amount of wages, working conditions, the level of labor automation, the prospect of professional growth, etc.);

personal factors (age of employees, level of their education, work experience, etc.);

factors external to the enterprise (the economic situation in the region, family circumstances, the emergence of new enterprises, etc.).

In turn, in each of these groups, factors can be identified that differ in the strength and nature of their influence on the mobility of workers.
The circumstances that cause staff turnover can be fully controllable (working and living conditions), partially controllable (satisfaction with the team, relationships, forms of motivation), uncontrollable (natural and climatic factors).

By purposefully influencing the first and second ones, it is possible to significantly reduce the fluidity. For this, various measures are applied: technical (improvement of equipment and technologies that improve working conditions); organizational (finding for each employee the most appropriate place for him, because, for example, with a feeling of lack of demand and congestion, turnover increases); socio-psychological (providing additional benefits and guarantees, improving the internal climate); cultural and household (improving the level of medical care).

It has been observed that pre-briefing reduces staff turnover, and the feeling of lack of demand or overload increases it. Reduces employee turnover, the employee's confidence that he can influence production processes. Employees will perform this or that work more conscientiously and with great inner desire, if they themselves are fully responsible for it, they will have the opportunity to complete it. Satisfaction brings freedom in choosing the pace and order of the task, the ability to introduce something new into the process.
To manage staff turnover processes, the collection and analysis of information about them is of great importance. It is considered expedient first of all to collect information on the total number of quitters; retired women; persons in age categories under 18 years old, 19–30 years old, over 50 years old; about workers with low and high qualifications; with work experience less than 3 and more than 10 years; with professional, higher and secondary specialized education.

The intensity of turnover in groups of workers with different length of service at the enterprise differs significantly. After three years of work at the enterprise, there is a sharp decrease in the intensity of turnover.
The latter circumstance is connected both with the age factor and with the problems of adaptation. In addition, it is important that the incoming employee may have unreasonable expectations in relation to future work. This can be explained by the low awareness of the candidate, and by the fact that the employer, seeking to better represent his company, may overestimate positive points and underestimate the difficulties of working in the company.

"Kadrovik.ru", 2013, N 8

The staff turnover rate is considered one of the most common criteria by which the effectiveness of the work of personnel services is evaluated. High staff turnover has a negative impact on the activities of the enterprise, does not allow the team to form, and hence corporate spirit, which invariably entails a decrease in production indicators and work efficiency.

At first glance, staff turnover causes only damage to the organization. But is this always an exclusively negative phenomenon, entailing excessive costs and losses for it? Actually it is not. Staff turnover also carries certain "healing" functions.

Natural turnover (3 - 6% per year) contributes to the timely renewal of the team and does not require special "corrective" measures on the part of management and personnel department. High (excessive) turnover causes significant economic losses, and also creates organizational, personnel, technological, psychological difficulties.

First, let's define this concept. In practice, staff turnover often refers to the movement of the workforce due to the employee's dissatisfaction with the workplace or the organization's dissatisfaction with a particular employee. This indicator is calculated by the formula:

where - staff turnover;

The number of people who left the company for a certain period;

P is the average number for the same period.

For example, if 30 people left the company during the quarter with average headcount during this period of 300 people, the staff turnover rate is 0.1 (10%). Let's give an example of the calculation of staff turnover (see table 1).

Table 1

Calculation of the employee turnover rate of the enterprise for the period from 2010 to 2012

Table 1 shows that staff turnover is increasing every year. Only a small part of retired employees associate their dismissal with objective reasons: retirement, conscription. Most of the employees leave of their own accord. Indicators of the movement of the labor force testify to the unfavorable trend that has developed at the enterprise.

Excessive staff turnover has a negative impact on the morale of the remaining employees, their work motivation and dedication to the organization. With the departure of people, the existing ties in the team fall apart, and turnover can become an avalanche. In recent years on Russian enterprises often there are cases of "dismissal by departments", when work teams, due to the same motivation and existing contacts, prefer to move to another organization entirely.

For example, a study of the causes of excessive staff turnover in one of the kindergartens in St. Petersburg showed that 4 employees left due to the reduction of one senior teacher's salary. Total for the third quarter of 2012, the number of laid-offs was 5 people. With an average headcount of 23 people, the turnover rate was 21% (5: 23 x 100) - a high figure.

For a more complete analysis, the turnover rate should be calculated by departments, reasons for dismissal, period of work in the company. Let's calculate this indicator by departments using the example of one plant producing glass fiber - those of its departments where the number of layoffs was the largest (see table 2).

table 2

Unit turnover rates

As can be seen from the table, staff turnover rates vary from unit to unit, this difference is especially strong between the production unit (workshop) and the management unit (departments and services). In two divisions (shops No. 1 and No. 3), the turnover rate is higher than the average for the enterprise, and in the rest it is lower. It should be noted that this indicator in the management block (3.8%) is not only lower than the average for the enterprise (7.4%), but also corresponds to the rate of natural turnover (3 - 6%).

If in one of the departments the turnover rate is significantly higher than the average in the company, you should find out the reasons for this. And they can be different - starting from the management style in the unit and ending with the working conditions of employees.

To identify the true reasons for dismissal You can use either oral conversation, a survey or interview, or a questionnaire. The oral method may bring more results because personal contact implies a high degree of trust. In this format, everything depends on the ability of the HR manager to unobtrusively, but effectively find out the actual reason for the dismissal. The written method can also be very effective, especially if the survey assumes anonymity, but this method cannot provide for all the nuances that do not repeat from time to time. It is better to offer the resigning both survey options to choose from.

During the interview, it is necessary to follow the requirements of morality and not ask provocative questions of too personal or even intimate content. Sometimes it is desirable to limit yourself to a few mandatory formal questions: it is better if the interlocutor takes the initiative in response and shares a little more than he was ready to tell at the beginning of the communication.

Quite appropriate and expected questions to start with are:

• When did you decide to leave?
• Point out the positive things in your life/work that you are sorry to leave.
• Your assessment of the psychological climate in the company.
• Did your work meet previous goals and expectations?
• What have you achieved here and what have you not?
• What was the real reason for the dismissal?
• What would you change in the organization?
• Is there anything at the company that could change your decision to leave?

Of course, this is not an exhaustive list of questions. Since people leave for different reasons, it is necessary to approach each conversation individually and remember about main reason layoffs on a case-by-case basis. Going to a good place, they will complain about a higher salary that they did not have enough money in your company, those going for promotion will complain that they were not allowed to grow up the career ladder here.

A survey of leaving employees as a way to obtain information about their organization can solve a variety of problems. For example, you can find out the degree of satisfaction of the team with the work as a whole, the level of salaries, find out the hopes of people associated with the company. In general, to identify weaknesses that the remaining colleagues are unlikely to speak about directly.

The reasons for the dismissal of employees from the enterprise can be analyzed in two aspects. The first is based on a formal criterion that separates the grounds for layoffs by legislative means. In this case, the list of reasons will be exhaustive, as they are listed in Labor Code RF, which does not provide fundamentally different grounds for termination labor relations. The personnel statistics of the plant names the following most frequent reasons for layoffs: at their own request, in connection with the transfer, completion temporary work, walking without good reasons, for child care, for appearing at work in a state of intoxication, retirement, and some others. The absence or appearance of precedents for layoffs for one reason or another leads to a narrowing or expansion of this list, respectively.

The second aspect is related to the motivational structure of personnel departure. It is based on real reasons motivating the employee to make a decision to leave the enterprise. At the same time, the statistics of the personnel department, at best, can only partially answer the question of why a person quit. So, one basis "of one's own free will" can be represented as:

• remoteness of the place of residence;
• unresolved housing issue;
• delayed payment of wages;
• dissatisfaction with the level of wages;
• personal reasons.

For example, a study of the reasons for layoffs at the fiberglass plant in question showed that the main ones in workshops No. 1 and No. 3 were low wage, difficult working conditions (harmfulness), the inability to fully and effectively work under the guidance of the immediate supervisor - the head of the shop.

The staff turnover rate in shop No. 2 (6.5%) is less than in shops No. 1 and No. 3 (more than 8%), and the reasons for dismissal in this unit, as well as in units of the management unit, where the turnover rate is within the normal range of natural turnover (3 - 6%), others, namely: the remote location of the enterprise from most of the "sleeping" areas, poor health, moving to another place of residence.

The above material indicates that for an extended assessment of staff turnover, it is necessary to analyze the turnover rate based on the grounds for dismissal.

However, the calculation of the turnover rate for departments and its analysis based on the grounds for dismissal is also not enough to draw final conclusions, so we will calculate the turnover rate for the period of work in the company. This period depends primarily on medium duration work of employees in the company and can be from six months to three years.

It is possible to single out staff turnover associated with operational and strategic activities enterprises. In the first case, or rather, when determining the turnover associated with the work of the personnel management service, the effectiveness of activities in the field of external and internal recruiting and adaptation of people is assessed. This is the percentage of employees who left the company during the first year. And the staff turnover rate in the field of strategic work shows the level of the socio-psychological climate of the team, the correctness of the strategic decisions made in the organization, the commitment of employees to the organization.

For example, among the dismissed workers of the plant in 2010 - 2012. the majority are newcomers who are students (in 2010 - 39, in 2011 - 45, in 2012 - 57). Of course, without analysis, one could conclude that high employee turnover at the enterprise is associated with low wages, since this reason was often indicated in the questionnaires. However, when calculating the turnover rate for departments, it turned out that it differs in them, in addition, in different departments they call different reasons layoffs. An analysis of turnover depending on the duration of work in the organization showed that mostly newcomers quit and the reason for this is not always low wages; often they pointed to completely different motives: prolonged probation(in shop N N 1 - 3 - 3.5 months), mismatch of the employee's expectations with reality. By the way, this is no longer a direct cause of staff turnover, but a consequence of the inefficient work of the personnel management service, namely, an incorrectly organized system of recruitment and selection of personnel.

Hence follows the conclusion. In the staff of the enterprise there are those who have been working for a long time, have high qualifications, great length of service and experience. The problem is that new employees lack experience and qualifications, they need training, which takes a lot of time and money, negatively affecting performance. The existing problem is exacerbated by staff turnover.

It was also revealed that mostly newcomers leave in March. One could not take this fact into account, but after contacting the planning and economic department, interesting details came to light. Most often, quarterly bonuses are received by employees of the enterprise in the first quarter (in March). An analysis of the situation shows that the reason for the high turnover among novice students lies in the bonus system for employees, which is twofold. On the one hand, there is a possibility that newcomers leave after receiving a bonus, because this payment is due to employees of all departments, regardless of the result. On the other hand, it is possible that employees who have been working in the shops for a long time want to receive the maximum part of the bonus fund and are not interested in expanding the staff. As a result, the "oldies" "survive" the newcomers.

Thus, the turnover rate among new employees in this situation indicates that the bonus system is built incorrectly and needs to be improved.

So, the main tasks of the personnel manager in assessing and analyzing staff turnover are as follows:

• identify the reason for the dismissal of each employee;
• keep statistics of these reasons by the number of layoffs per month, quarter, year;
• analyze dismissal by department, position, length of service of dismissed employees.

It is possible to provide such statistics only by considering the turnover rate by departments, reasons for dismissal and the period of work in the company and drawing the appropriate conclusions.

I. Vardanyan