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It’s Time to Reimagine Employee Retention

• Helen Tupper
• Sarah Ellis

Three ways to increase the chance that top talent sticks around.

According to Gartner, the pace of employee turnover is forecast to be 50–75% higher than companies have experienced previously, and the issue is compounded by it taking 18% longer to fill roles than pre-pandemic. Increasingly squeezed managers are spending time they don’t have searching for new recruits in an expensive and competitive market. Unless efforts are refocused on retention, managers will be unable to drive performance and affect change. Leaders need to take action to enable their managers to keep their talent while still being able to deliver on results. Managers need help with three things. First, they need help shifting the focus of career conversations from promotion to progression and developing in different directions. Second, they need help creating a culture and structure that supports career experiments. Finally, managers need to be rewarded not for retaining people on their teams but retaining people (and their potential) across the entire organization.

This is a challenging time for managers. Alongside their day-to-day roles, many are facing a never-ending cycle of reskilling and recruiting on their teams. The need to reskill isn’t new, with the OECD estimating that 1.1 billion jobs are liable to be radically transformed by technology in the next decade. However, managers are now being asked to close the skills gap at the same time as they’re responding to pandemic-prompted resignations.

• Helen Tupper is the co-founder and CEO of Amazing If , a company with an ambition to make careers better for everyone. Together with her business partner Sarah Ellis, she is the author of two Sunday Times bestsellers, The Squiggly Career  and Y ou Coach You . Sarah and Helen are also hosts of the podcast Squiggly Careers, which has had 4m downloads, and their TED talk, The best career isn’t always a straight line , has been watched by almost 2m people.
• Sarah Ellis is the co-founder of Amazing If , a company with a mission to make careers better for everyone. Together with her business partner Helen, she is the author of two Sunday Times bestselling books, The Squiggly Career and You Coach You. Sarah and Helen are also hosts of the podcast Squiggly Careers, which has had 4m downloads, and their TED talk, The best career isn’t always a straight line , has been watched by almost 2m people.

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Employee Turnover: An Evidence-Based Approach to a Thorny Issue

• Employee Turnover
• and Featured

• Managers and HR practitioners might only come up with a few solutions when trying to reduce the employee turnover rate, but the best results likely come from comprehensive approaches.
• Start with an accurate diagnosis to focus action on the real causes of employee turnover in your organization. Remember to consider external factors, such as unemployment rates.
• Get an overview of the most important internal causes of employee turnover: managers, team atmosphere, the characteristics of the job, pay and rewards, stress, and workforce demographics. We have a series of in-detail Evidence Summaries focused on each of these factors!

Retaining employees is as important as finding and hiring them. When employees leave, the organization suffers many costs. It may lose knowledge, and it must invest money and time in recruiting, selecting, onboarding and training new people. It’s easy to find advice on how to reduce employee turnover, but an evidence-based practitioner would look for more than that.

Firstly, investigate your own organization to paint a unique and accurate picture of what employee turnover looks like in your context. Then, take some tailored action taking into consideration also research on this issue.

Employee turnover has many causes – identify the first one to act upon

Four researchers from the USA have just published a meta-analysis on the causes of employee turnover. They specifically looked at voluntary employee turnover, meaning the rate at which people decide to end the employment relationship with an organization. The study brings new insights from the last 17 years, the time passed since the publication of previous comprehensive research on the topic. The study is also extremely rich: it looks into 57 possible influencing factors, analyzing  data from up to 669,000 people.

Here we have selected the most trustworthy and relevant findings and have grouped them together by topic, in an easy-to-navigate view of what makes employees more likely to leave their jobs*. Our story answers an important question: when you are trying find how to reduce employee turnover, which direction can you take?

Who is most likely to leave? Employees with profiles in high-demand and actively looking for new opportunities

Which employees are you most likely to lose? Research confirms an intuitive answer: the first to go are those who are already thinking of leaving and are searching for other jobs . But they are even more likely to leave when they see many alternatives in the market. For example, this can happen when unemployment rates are low. At such times, people perceive that many jobs are available and there is little competition to get them. The same can happen with occupations that are in high demand. However, all is not lost: even in these circumstances, people are far from 100% sure of leaving. Not everyone who thinks about quitting and is looking for a new job will actually leave . So, you actually can investigate the causes of employee turnover and take action for everyone you want to keep.

The saying is true: people leave bosses…

The saying “people leave bosses, not jobs” is partially true: a lot that has to do with the manager affects people’s decision to stay. Employees are more likely to leave a company if they feel things are not being handled fairly at work . The same happens if they consider that their employer has failed to deliver on its promises . Another important factor for staying is how people feel and act in their team , and whether they perceive a positive the atmosphere. Managers are the ones who can align people and create positive feelings within their team and company.

Psst! We have published an in-detail Evidence Summary on the the relationships between Managerial Behaviors and Employee Turnover . Check it out! 

…but they leave jobs too

The nature of the job itself contributes just as much as the manager towards an employee’s decision to leave. When employees are unclear about what you expect of them, they are more likely to leave the organization . Furthermore, a monotonous job, with seemingly unimportant tasks, little autonomy, and void of feedback might also push the jobholder to leave . Finally, the less job-related information employees receive and the less they can contribute to decisions, the more likely they are to leave. Although you might think there is nothing you can do about the nature of the work, note that these characteristics are not strictly linked to the content of the job itself. You can give a sense of autonomy, more feedback, and a feeling of involvement to almost any role. Seek advice from professionals involved in job design, they are usually familiar with these dimensions and with what to do to enhance them.

Hey! We have also published an in-detail Evidence Summary on the the relationships between Job Characteristics and Employee Turnover . Give it a look!

Money matters, but other benefits matter even more

People often mention salary as the reason for someone leaving. Well, the actual salary (intended as monetary compensation) has only a small-to-moderate effect on the decision to leave . Actually, rewards beyond pay matter more , especially benefits, training courses, and career growth opportunities. It is also important to consider how tightly pay is linked to an employee’s job performance. The more direct the link, the more likely they are to leave, but this connection seems to depend on the specific context and job.

We have also published an in-detail Evidence Summary on the effect of Compensation and Benefits practices on Employee Turnover . It’s waiting for you! 

Stress may increase employee turnover, but not so strongly

Another commonly held opinion is that employees leave because of stress. However, stress levels matter less than perceptions of the manager or the atmosphere in the team . Even more interesting are workplaces where being highly stressed is the norm. Here, the more stressed a single employee is, the less likely they are to leave the organization. In other words, the group average flips the relationship between stress and turnover for individuals in the organization. This can happen in companies where it is normal to work extra hours, invest a lot personally or deliver top results constantly. At this point, you might think that stress is not important, but this is not the case. While stress might not greatly increase the employee turnover rate in an organization, it could influence many other important outcomes, such as performance, well-being, or job satisfaction .

Pay attention to specific demographic groups

Many organizations struggle to keep employees from specific groups and to maintain a diverse workforce. Indeed, some demographic characteristics are associated with a higher probability of leaving a job. So, employees who are married, have children, have been working in the same place for a long period of time, and are older are less likely to leave a job than single, childless, young, and recently-hired employees. (To make new employees want to stay, check out our previous Evidence Summary on onboarding .)

But even more important for building a diverse workforce is the influence of the majority in an organization: the further away a single employee is from the average in an organization, the more likely they are to leave. For example, the older your workforce is on average, the harder it will be to keep young employees. This is true for a variety of variables, such as age, education, sex, tenure, job satisfaction and organizational commitment.

Takeaways for your practice

• Before taking any action to reduce employee turnover, take a snapshot of the situation . Collect organizational data and analyze it to understand the employee turnover rate in your organization and how it compares to the industry average.
• Look into differences within your organization : are there any specific departments, demographic groups, or specialists who have been especially likely to leave? You might want to focus your efforts on the most acute situation.
• Measure the impact of employee turnover on your organization : which outcomes are affected by high turnover rates? Use these as benchmarks to evaluate if any actions you implement actually work.
• Remember that turnover has many causes and that you can achieve better results by acting on several of them.

Make sure to check out our series of in-detail Evidence Summaries on the links between Employee Turnover and :

• Managerial Behaviors
• Job Characteristics
• Compensation and Benefits practices

Trustworthiness score

We critically evaluated the trustworthiness of the study we used to inform this article. We found that the design of the study was moderately appropriate (70% trustworthiness level) to demonstrate a causal relationship, such as effect or impact. This means that there is a 30% chance that alternative explanations for these results are possible, including random effects.

Learn how we critically appraise studies to assign them a Trustworthiness Score .

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References & Further resources

Rubenstein AL, Eberly MB, Lee TW, Mitchell TR. Surveying the forest: A meta-analysis, moderator investigation, and future-oriented discussion of the antecedents of voluntary employee turnover. Personnel Psychology. 2017;00:1–43. https://doi.org/10.1111/peps.12226

Analytics in HR (N/A). What drives employee turnover? Part 2. Retrieved [20/01/2018] from https://www.analyticsinhr.com/blog/what-drives-employee-turnover/

Iulia Alina Cioca

Iulia graduated in WOP psychology from the University of Valencia, after an educational journey that started in Romania, and continued through Austria, Italy and Canada. She has worked as a talent management consultant in Milan, Italy. Currently she is a trainer for a multinational company. Her professional interests are organizational change, teamwork, psychometrics and training. Her passions are reading, taking long walks anywhere in cities or nature, and languages, especially teaching them to children.

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Pension plans and service anniversaries won’t help you retain your employees. Effective people strategies that drive company growth and employee engagement just might do the job. Find out why employee retention should be your top priority in this blog. https://www.peoplehum.com/blog/why-you-must-give-employees-a-reason-to-stay

Pingback: Cognitive bias in algorithms, baseball analytics denied, and soft skills ROI. - DECIDING blog by Tracy Allison Altman, PhD

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Using people analytics to drive business performance: A case study

People analytics— the application of advanced analytics and large data sets to talent management—is going mainstream. Five years ago, it was the provenance of a few leading companies, such as Google (whose former senior vice president of people operations wrote a book about it ). Now a growing number of businesses are applying analytics to processes such as recruiting and retention, uncovering surprising sources of talent and counterintuitive insights about what drives employee performance.

Much of the work to date has focused on specialized talent (a natural by-product of the types of companies that pioneered people analytics) and on individual HR processes . That makes the recent experience of a global quick-service restaurant chain instructive. The company focused the power of people analytics on its frontline staff—with an eye toward improving overall business performance—and achieved dramatic improvements in customer satisfaction, service performance, and overall business results, including a 5 percent increase in group sales in its pilot market. Here is its story.

The challenge: Collecting data to map the talent value chain

The company had already exhausted most traditional strategic options and was looking for new opportunities to improve the customer experience. Operating a mix of franchised outlets, as well as corporate-owned restaurants, the company was suffering from annual employee turnover significantly above that of its peers. Business leaders believed closing this turnover gap could be a key to improving the customer experience and increasing revenues, and that their best chance at boosting retention lay in understanding their people better. The starting point was to define the goals for the effort and then translate the full range of frontline employee behavior and experience into data that the company could model against actual outcomes.

Would you like to learn more about our People Analytics ?

Define what matters. Agreeing in advance on the outcomes that matter is a critical step in any people-analytics project—one that’s often overlooked and can involve a significant investment of time. In this case, it required rigorous data exploration and discussion among senior leaders to align on three target metrics: revenue growth per store, average customer satisfaction, and average speed of service (the last two measured by shift to ensure that the people driving those results were tracked). This exercise highlighted a few performance metrics that worked together and others that “pulled” in opposite directions in certain contexts.

Fill data gaps. Internal sources provided some relevant data, and it was possible to derive other variables, such as commute distance. The company needed to supplement its existing data, however, notably in three areas (Exhibit 1):

• First was selection and onboarding (“ who gets hired and what their traits are”). There was little data on personality traits, which some leaders thought might be a significant factor in explaining differences in the performance of the various outlets and shifts. In association with a specialist in psychometric assessments, the company ran a series of online games allowing data scientists to build a picture of individual employees’ personalities and cognitive skills.
• Second was day-to-day management (“ how we manage our people and their environment”). Measuring management quality is never easy, and the company did not have a culture or engagement survey. To provide insight into management practices, the company deployed McKinsey’s Organizational Health Index (OHI), an instrument through which we’ve pinpointed 37 management practices that contribute most to organizational health and long-term performance. With the OHI, the company sought improved understanding of such practices and the impact that leadership actions were having on the front line.
• Third was behavior and interactions (“ what employees do in the restaurants”). Employee behavior and collaboration was monitored over time by sensors that tracked the intensity of physical interactions among colleagues. The sensors captured the extent to which employees physically moved around the restaurant, the tone of their conversations, and the amount of time spent talking versus listening to colleagues and customers.

The insights: Challenging conventional wisdom

Armed with these new and existing data sources—six in all, beyond the traditional HR profile, and comprising more than 10,000 data points spanning individuals, shifts, and restaurants across four US markets, and including the financial and operational performance of each outlet—the company set out to find which variables corresponded most closely to store success. It used the data to build a series of logistic-regression and unsupervised-learning models that could help determine the relationship between drivers and desired outcomes (customer satisfaction and speed of service by shift, and revenue growth by store).

Then it began testing more than 100 hypotheses, many of which had been strongly championed by senior managers based on their observations and instincts from years of experience. This part of the exercise proved to be especially powerful, confronting senior individuals with evidence that in some cases contradicted deeply held and often conflicting instincts about what drives success. Four insights emerged from the analysis that have begun informing how the company manages its people day to day.

Personality counts. In the retail business at least, certain personality traits have higher impact on desired outcomes. Through the analysis, the company identified four clusters or archetypes of frontline employees who were working each day: one group, “potential leaders,” exhibited many characteristics similar to store managers; another group, “socializers,” were friendly and had high emotional intelligence; and there were two different groups of “taskmasters,” who focused on job execution (Exhibit 2). Counterintuitively, though, the hypothesis that socializers—and hiring for friendliness—would maximize performance was not supported by the data. There was a closer correlation between performance and the ability of employees to focus on their work and minimize distractions, in essence getting things done.

Careers are key. The company found that variable compensation, a lever the organization used frequently to motivate store managers and employees, had been largely ineffective: the data suggested that higher and more frequent variable financial incentives (awards that were material to the company but not significant at the individual level) were not strongly correlated with stronger store or individual performance. Conversely, career development and cultural norms had a stronger impact on outcomes.

Management is a contact sport. One group of executives had been convinced that managerial tenure was a key variable, yet the data did not show that. There was no correlation to length of service or personality type. This insight encouraged the company to identify more precisely what its “good” store managers were doing, after which it was able to train their assistants and other local leaders to act and behave in the same way (through, for example, empowering and inspiring staff, recognizing achievement, and creating a stronger team environment).

Shifts differ. Performance was markedly weaker during shifts of eight to ten hours. Such shifts were inconsistent both with demand patterns and with the stamina of employees, whose energy fell significantly after six hours at work. Longer shifts, it seems, had become the norm in many restaurants to ease commutes and simplify scheduling (fewer days of work in the week, with more hours of work each day). Analysis of the data demonstrated to managers that while this policy simplified managerial responsibilities, it was actually hurting productivity.

The results (so far)

Four months into a pilot in the first market in which the findings are being implemented, the results are encouraging. Customer satisfaction scores have increased by more than 100 percent, speed of service (as measured by the time between order and transaction completion) has improved by 30 seconds, attrition of new joiners has decreased substantially, and sales are up by 5 percent.

The CEO’s guide to competing through HR

We’d caution, of course, against concluding that instinct has no role to play in the recruiting, development, management, and retention of employees—or in identifying the combination of people skills that drives great performance. Still, results like these, in an industry like retail—which in the United States alone employs more than 16 million people and, depending on the year and season, may hire three-quarters of a million seasonal employees—point to much broader potential for people analytics. It appears that executives who can complement experience-based wisdom with analytically driven insight stand a much better chance of linking their talent efforts to business value.

Carla Arellano  is a vice president of, and Alexander DiLeonardo is a senior expert at, People Analytics, a McKinsey Solution—both are based in McKinsey’s New York office;  Ignacio Felix is a partner in the Miami office.

The authors wish to thank Val Rastorguev, Dan Martin, and Ryan Smith for their contributions to this article.

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This is not me

A case study in employee turnover

Concerned about the high levels of turnover in academia, hr lecturer amna yousaf set out to discover the reasons..

Amna Yousaf is a prolific human resources academic and researcher. The Swinburne University lecturer teaches organisational behaviour at a postgraduate level, innovation at an undergraduate level, publishes works in peer-reviewed journals, is a volunteer reviewer of other people’s journal articles, and is a supervisor and examiner of PhD theses.

Given her total immersion in the study and teaching of human resources, it’s no wonder she was the first academic to undergo the new AHRI certification academic pathway.

“I want to earn a good name in HR a few years down the road,” says Yousaf.

Fairly new to the human resources landscape in Australia, Yousaf only migrated from Pakistan in 2017. “In Pakistan the systems and the HR processes aren’t really developed yet,” she says. “Many organisations don’t have HR operations, and if they do they aren’t very sophisticated. Performance management and Learning and Development, for example, are very rudimentary.”

This kind of of cross-cultural analysis is an area of particular interest for Yousaf.

Out the door

For her portfolio towards achieving an AHRI academic certification in HR, Yousaf included the work she had done on analysing turnover rates of academics in universities across Pakistan and the Netherlands. While culturally and socially the two locales might appear to be very different, they were both experiencing an inability to hold on to academic staff long term.

Yousaf examined turnover by measuring employee satisfaction with HR practices at universities, and the factors that influenced them, looking in particular at the role line managers were playing.

“I found that line managers were having a very strong impact on employee satisfaction.

As opposed to senior managers, the line manager is directly involved in carrying out HR practices such as performance appraisal and providing feedback,” she says.

Yousaf’s research showed that the problem lay in line managers’ lack of experience in carrying out these tasks. “If employees are dissatisfied with the HR practices being implemented, their perception of the organisation will be poor. The level of fairness, trust and loyalty will suffer.”

The way forward

The responsibility for improving the delivery of these services lies squarely with HR, she says.

“Employee satisfaction can be improved through training line managers in a more professional way around HR functions. Then the higher retention rates will be.”

Universities in Pakistan and the Netherlands, were very interested in the research and “were committed to new interventions and programs which could help develop the managers”.

Yousaf is grateful to AHRI for the opportunity afforded her through certification. “The AHRI academic certification program is a professional opportunity that I never would have had working in Pakistan,” she says.

“As a researcher, continued professional development is important to me. It’s a great marker of your abilities as an HR academic, and I see it only becoming more important.”

Be recognised for your professional contribution to the HR discipline through academic research and/or teaching by becoming a Certified Academic HR (CAHR) via the Academic Pathway.

Mrs Yousuf has highlighted one of the important prospective of academic HR. Could you please suggest some recommendations to rectify this issue.

Hi, is it possible to have some information such as key specific reasons regarding management behaviour that can lead to dissatisfaction or some essential actions to take? Also, it is possible to have a link to the research/study? Sounds like an important research project that could help guide HR planning. Thank you.

Transforming Turnover: Insights from five case studies on the power of assessments  

When employees leave an organization, it creates an unfortunate ripple effect. You lose valuable experience, productivity dips, and the training you’ve invested in literally walks out the door. But is it possible to prevent turnover by taking steps during your hiring process?  

 Assessments have emerged as a powerful tool to address the issue of turnover. By incorporating pre-employment assessments into the hiring process, organizations gain the ability to make more informed decisions and identify candidates who are primed for success in their roles and within the organization. Assessments provide invaluable insights into candidates like aptitude, personality, and technical skills. The result? A higher quality of hire, increased productivity, and a significant decrease in turnover rates. 

Let’s explore five real-life case studies that showcase the impact of assessments in reducing turnover and delivering additional benefits for organizations! 

Software company achieved 70% lower turnover and enhanced productivity   

Signpost, a software company specializing in customer communication, wanted to enhance their recruitment process to address high turnover following an acquisition. To achieve this, they leveraged assessments, specifically the General Aptitude Mobile Evaluation (GAME) , Employee Personality Profile (EPP) , and Typing Test . These assessments provided valuable insights into candidates' cognitive aptitude, personality traits, and typing speed and accuracy. By incorporating Criteria's assessments, Signpost achieved remarkable results, including a significant 70% reduction in turnover for inbound phone support agents, improved training completion rates, heightened productivity among new hires, increased advancement opportunities, and an enhanced candidate experience through branded assessment experiences.  

This comprehensive approach to talent assessment enabled Signpost to optimize their recruitment process and drive positive results across various aspects of their organization. 

Schweiger Dermatology reduces their turnover by 57%  

Schweiger Dermatology Group operates over 50 medical offices, making employee retention one of their top priorities. Their goal was to reduce their high turnover rate of 60% annually. Determined to make a change, they implemented a multi-pronged approach, which included both pre- and post-hire strategies. On the post-hire side they worked on building out a more engaged management team and rolling out a compelling mission and company values. For their pre-hire strategy, they partnered with Criteria to administer pre-employment tests, such as the Criteria Cognitive Aptitude Test (CCAT) and the EPP, to ensure they were hiring the right candidates.  

Cognitive and personality assessments like the CCAT and EPP are effective predictors of employee job performance due to their ability to measure critical thinking, problem-solving skills, and behavioral traits relevant to specific roles. As a result of implementing this assessment strategy, Schweiger experienced a significant reduction in turnover. Their with turnover rate dropped to 26% in 2017, representing a 57% decrease in turnover. This improvement remained consistent, with their turnover rate going as low as 21% in 2018. The assessments also led to an improvement in candidate quality and strengthened the employer brand, attracting a more professional pool of candidates. 

Heartland ECSI achieves 65% reduction in turnover and boosts performance  

Heartland ECSI's HR department experienced staggering 75%turnover rate in 2016, which was significantly above the industry average. To address this challenge, they used the CCAT , EPP , and Computer Literacy and Internet Knowledge Test (CLIK) tests to identify candidates with the right aptitude, personality, and technical skills for their call center.  

After implementing Criteria's tests, Heartland wrapped up 2017 with a 26% turnover rate, representing a massive 65% reduction in turnover from the previous year. The tests also facilitated better candidate filtering, faster onboarding and training, cost savings, higher performance ratings, and increased productivity.  

Assessments reduce turnover and cut pay roll costs for commercial cleaning company   

Clean MD, a commercial cleaning company, faced the challenge of prioritizing successful applicants for their cleaning technician roles. Recognizing the limitations of relying solely on resumes, Clean MD incorporated assessments into their hiring process. They administered the Workplace Productivity Profile (WPP) , a risk assessment that predicts rule-adherence, the Criteria Basic Skills Test (CBST) , a skills assessment that evaluates an individual’s proficiency, and the personality test EPP .  

After testing they experienced a significant 53% decrease in turnover, reducing it from 37.7% to 22%. This reduction in turnover resulted in substantial cost savings, with a $45,500 decrease in payroll costs. Moreover, Clean MD benefited from streamlined hiring and training processes, improved quality of hire, and increased focus on business growth. The assessments played a crucial role in identifying candidates who were better suited for the roles, leading to enhanced performance and overall success for Clean MD. 

Technology call centre uses cognitive assessment to reduce turnover  

A leading Internet domain registrar and web hosting company faced the challenge of reducing turnover and improving retention rates in its call centers for sales consultants. By incorporating the CCAT assessment into their hiring process, the company aimed to enhance training completion rates and employee retention. The CCAT was administered to evaluate cognitive aptitude, problem-solving skills, and critical thinking abilities.  

The results showed a strong correlation between CCAT scores and training completion rates, as well as employee retention after 6 months. The implementation of a minimum CCAT score led to significant improvements in training completion and retention rates, reduced turnover, and drove organizational success. 

By incorporating assessments into the recruitment process, these organizations experienced a transformative impact on their workforce dynamics. Not only were they able to accurately predict employee turnover, but they also witnessed a remarkable improvement in job satisfaction and overall workforce stability. Assessments provided invaluable insights into candidates' skills, abilities, and alignment with specific roles, empowering organizations to make well-informed hiring decisions that effectively reduced turnover rates. By precisely assessing candidates' capabilities and fit, these organizations successfully built high-performing teams, retained top talent, and cultivated a more engaged and stable workforce. 

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Ruan Combats Industry Turnover by Listening to Employee Feedback

The company, many businesses rely on safe, efficient transportation, and ruan has stepped up to the plate to be a leader in exactly that..

With more than 270 operations nationwide and 5,300 team members, including 4,200 drivers on the road, Ruan’s leaders consider people their most valuable resource. With beliefs instilled by founder, John Ruan, the company treats team members like family, working hard with integrity to provide the best for customers.

The Challenge

The trucking industry is plagued with an average of 95 percent turnover among employees. but ruan refused to let this stop the company from building an engaged workplace..

Leaders knew an engaged culture was better for business and for their people. Valuable employee feedback could give Ruan insight on retaining top-talent, and the company needed a platform to help them do so.

The Solution

An employee engagement survey solution to keep turnover low in a high-turnover industry..

• Workplace analytics to link engagement and turnover
• Strategic communication from senior leaders throughout the survey
• Training webinars with operation managers
• One-fifth the turnover rate of the industry average

Erin Peterson Manager, Organizational Development Ruan

Want to see the same results?

Book a demo for a custom tour of the most reliable employee success solutions. 

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EMPLOYEE TURNOVER AND RETENTION STRATEGIES: A CASE STUDY OF URWEGO OPPORTUNITY BANK

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Surapaneni Mohana Murali Krishna

Asian research journal of arts & social sciences

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THE STUDY INVESTIGATED THE RETENTION STRATEGIES OF BARCLAYS BANK GHANA. SPECIFICALLY, THE OBJECTIVES OF THIS STUDY IS TO MEASURE HE AVAILABLE RETENTION STRATEGIES EMPLOYED BY BARCLAS BANK GHANA IN THEIR TALENT MANAGEMENT, SATISFACTION TOWARDS THE IDENTIFIED RETENTION STRATEGIES AND FINALLY TO INVESTIGATE THE RELATIONSHIP THAT EXIST BETWEEN THE BANK'S RETENTION STRATEGIES AND EMPLOYEE RETENTION INTENTION. THE STUDY POPULATION WAS CHOSEN FROM BARCLAYS BANK EMPLOYEES WORKING WITHIN THE BRANCHES OF TANOSO,TAFO,KROFROM,CENTRAL MARKET,MANHYIA,ASHANTI NEWTOWN,AHODWO, ADUM, SUAME AND BANTAMA ALL WITHIN THE KUMASI METROPOLIS. THE STUDY EMPLOYED PROBABILITY SAMPLING SPECIFICALLY SIMPLE RANDOM SAMPLING TO SELECT THE STUDY PARTICIPANTS. KREJCIE AND MORGAN(1970) SAMPLING TABLE WAS USED TO DETERMINE THE SAMPLE SIZE FOR THE 500 POPULATION SIZE. BASED ON THE TABLE, THE SAMPLE SIZE FOR THE STUDY WAS 217 BASED ON A 95 PERCENT CONFIDENCE LEVEL AND 5 PERCENT ERROR OF MARGIN. QUESTIONNAIRE INSTRUMENT WAS THE MAIN DATA COLLECTION INSTRUMENT USED TO ELICIT RESPONSES FROM THE STUDY PARTICIPANTS. A TOTAL OF 217 QUESTIONNAIRES WERE DISTRIBUTED TO THE SELECTED SAMPLES WITHIN THESE IDENTIFIED BRANCHES. FROM THE QUESTIONNAIRES DISTRIBUTED, A TOTAL OF 120 COMPLETED QUESTIONNAIRES WERE RETURNED. 106 WERE USABLE FOR ANALYSIS, GIVING AN EFFECTIVE RESPONSE RATE OF 52.2%. DATA WAS SUBSEQUENTLY ANALYZED USING DESCRIPTIVE STATISTICS SUCH AS MEAN AND STANDARD DEVIATION. INFERENTIAL STATISTICS SUCH AS MULTIPLE REGRESSION Analyses was used to analyzed the data. findings from this study revealed that, the respondents satisfaction towards their organization retention strategies were largely influenced by how these retention strategies were implemented or the intention behind these retention strategies. the study recommended to the management of the Bank to always seek to ensure fairness.

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nagajothi v

Human Resource is one of the most valuable assets for any organization and it is the source of achieve competitive advantage. Management of human resources is considered as challenging as compared to other functional areas of management as HRM requires effective way of handling of resources. The retention of human resources has been shown to be momentous to the development and the accomplishment of the organization's goals and objectives. The main determinants for employee retention such as Training, Motivation and Development have a great paradigm to retain the employees for longer period of time. In this paper, an attempt has been made to assess the impact of HRM practices and its effectiveness on employee retention in public and private sectors bank.

AIMABLE HARORIMANA

aimable harorimana

This study aims to analyze the influence of employee retention on an organization's performance in University of Rwanda. Specific objectives included: To examine the influence of attractive remuneration packages; to examine the impact of training and development on organization performance; To examine the effect of rewards and recognition on organization performance in University of Rwanda. A cross parts of the research was used in this research and this we used both quantitative and qualitative techniques in Data collection process, presentation, and discussion of findings. The research sample included 221 employees. After collection of data, it was modified and recorded by using Statistical Package for Social Sciences. Data were analyzed using percentages and frequencies. The research found that there is strong relationship between attractive remuneration packages and organization performance at 0.882; that there is strong relationship between training& development and organization performance at 0.782 and also that there is strong relationship between rewards and recognition with organization performance at 0.811 therefore Employee retention remains one of the biggest challenges for organizations and their leaders. Because the organization lacks valuable advanced skills, it costs a lot of time, money, and effort to hire and train a successor, in addition to the organization's expertise. Therefore, the purpose of this survey is to observe the impact of employee retention on the organization's performance. Attractive remuneration packages, training, and development, rewards, and recognition are key variables to focus on in this study. The variables reflect how much they affect employee retention, which automatically affects the performance of the organization. The results of this survey will help identify key factors that will lead to the retention of staff at the University of Rwanda

dhruba lal pandey

Employee turnover is a serious problem to the banking sector of Nepal including development bank. Retaining employees in the organization for longer period of time even helps to reduce the cost. So, this study intends to assess the position of employee retention intention and organizational success. This study followed the correlational research design as it intends to evaluate the impact of employee retention intention on development banking sector success. The population of the study was officer level employees working in development banking sector of Nepal and 332 responses were collected and analyzed. Five-point Likert scale questionnaire was used to collect the data. regression models were used to analyze the data. It is found that innovation is not much affected by the retention of the employees but productivity and market growth is highly influenced by the employee retention intention.

samia shabnaz

— In the competitive world of business success of any organization depends on high quality service for which retaining valuable and skilled workforce is gradually gaining strategic significance. The nature of work in the banking sector is changing rapidly and that is why the factors that influence employee retention are also shifting. Several studies have been conducted on this topic where most of the researchers focus on the causes of employee turnover. However, this research focused on the organizational factors (Compensations & Benefits, Career advancement opportunity, Job security, Work place environment, Organization growth and reputation, Relation between top management and employee) that have varying impact on the managerial levels. The study is based on a self-developed questionnaire where Likert Scale was used to collect data from the sample size of 100.. The data analysis was done using SPSS Ver. 20 and Crosstab, frequency table was used to generate results. It has been also found that the priority of these factors differs based on management level. The banks should design their retention programs based on the level of management according to their preferences.

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The main objective of every organization is not only to select the right person for the right job, but also to fascinate and retain them within the organization. Employee retention has considerable importance these days. This research has conducted to investigate how human resource management practices (employee compensation, employee training, appraisal system and employee empowerment) affect retention of banks employees. The data of the research was quantitative survey, where questionnaires were distributed among 180 bank employees of different banks in Quetta city, out of which 150 were returned back. Data was analyzed using SPSS version 18.0. The results of the current examined that there is significant positive relationship exists between human recourse management practices (empowerment, compensation, training and appraisal system) with employee retention. The study also discusses the limitations and recommendation for future research.

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