Apple Turnovers So this is the main data gathering technique that was used, along with exit interviews for the people who were leaving during the study period. The survey covered issues such as impressions of the job, of the company, of co-workers and managers. The questions related to many of the key issues that cause high turnover rates -- low pay, long hours, poor working conditions, negative atmosphere or supervisors (May, 2014). If any of these were identified among those still with the company, there is little doubt that they were factors in people leaving as well.
The problem at my organization is that it has a high turnover rate. This is naturally a concern because high turnover is associated with higher costs for recruiting and training, lower productivity, lower morale, worse service to the customer and it takes managers' attention away from other things, so managers are less able to make improvements to the business (Markovich, 2014).
In order to address the problem, we first need to diagnose the problem. There are a number of potential causes of a high turnover rate, so it is important for the organization to gather data in order to understand what the causes are for this company. There are two approaches. The first is the exit interview, wherein people who quit the company are surveyed on their way out, as to why they are leaving. This can provide feedback, although not all employees might be willing to provide it, and this technique can take a long time as you need enough people to leave before you can genuinely gather the data. A survey of existing employees should therefore also be used, to see what their sentiments are to the job. Issues that current employees raise could well be similar to the ...
With some of the issues identified, the next step is to take action. The managers do not necessarily have the ability to fix things like wages -- head office needs to do things like that -- but the work environment needs to be changed from negative to positive. People need to feel like this is a good company to work for, and that they can think of it as a place to stay, not just as a stopping point. But it starts with recruiting -- finding the best people (Bonn &…
So this is the main data gathering technique that was used, along with exit interviews for the people who were leaving during the study period. The survey covered issues such as impressions of the job, of the company, of co-workers and managers. The questions related to many of the key issues that cause high turnover rates -- low pay, long hours, poor working conditions, negative atmosphere or supervisors (May, 2014). If any of these were identified among those still with the company, there is little doubt that they were factors in people leaving as well.
Employer Problem: High Turnover Rates in Customer Service In the customer service (CSR) department, there are problems. The turnover is very high, and there is poor on-boarding for employees that are newly hired. Currently, they are only given a manual and asked to read it. That does not help them if they have questions beyond that manual, and it certainly does not give them any kind of additional training that
Supervisor Training Memo Re: High Turnover Rate From: Human Resource Manager, DIY Supermarket Managing Director, DIY Supermarket Recently I surveyed our cashiers and clerks and found upsetting results. We have a very low morale with our shop-floor workers. Our staff is 80% part-time older women. These women do not like the way the shop floor supervisors treat them or are being "pushed around." Most of DIY shop floor supervisors are young full-time men who
However, when comparing the training costs of implementing a more robust training system in comparison to the costs of continuously loosing a large percentage of the workforce, it becomes even clearer that more training is the better cost. With so few nurses available, it is only a matter of time until the quality of care in the United States is negatively affected. With one of the largest demographics, the baby
In this second phase of interviews with senior management, both direct and indirect studies of the congruence of their behavior and actions with the cultural norms and values they verbally endorse will be compared with their actual behaviors and actions. Seeing if the senior management of Acme Software "walks the talk" of empowering employees and honoring their contributions will be evaluated. While these two attributes are not specifically called out
Strategic ChallengeThe strategic challenge that has had an impact on resourcing – specifically with regard to human resources – in my organization is high employee turnover rate. A few months ago, it was established that my organization had a higher rate of employee turnover than its peers in the industry. More specifically, the employee turnover rate in this case was estimated to be 24%. This is to say that the
Finally, this author suggests that the nature of the relationship and the type of psychological contract that emerges between workers and management is highly subjective and will naturally involve individual perceptions that may not be completely discernible without further investigation. In this regard, Kikul adds that employee perceptions of contract breach "represents a cognitive assessment of contract fulfillment that is based on an individual perception of what each party