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employee turnover by chandan jha
The document discusses employee turnover and reasons why employees leave organizations. It defines employee turnover and notes that measuring it can help employers understand reasons for turnover and estimate hiring costs. Some key reasons discussed for why employees leave include salary not being the only factor, lack of promotion opportunities, workplace stress, conflicts with coworkers or managers, and lack of work-life balance. The presentation provides strategies for employers to reduce turnover such as improving relationships, recognizing employee contributions, addressing conflicts constructively, and providing flexibility and support for overworked employees.
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employee turnover by chandan jha
- 1. PRESENTATIONPRESENTATION ON EMPLOYEEON EMPLOYEE BY: CHANDAN JHA ON EMPLOYEEON EMPLOYEE TURN OVERTURN OVER
- 2. DEFINITIONDEFINITION BY : CHANDANJHA Measuring employee turnover can be helpfulMeasuring employee turnover can be helpful to employers that want to examine reasonsto employers that want to examine reasons for turnover or estimate the cost to hire forfor turnover or estimate the cost to hire for budget purposes.budget purposes.
- 3. Definition To know thecost of employee turn over. BY : CHANDAN JHA over. To know the reasons of employee leaving. To know that, how can I tell if my best employees are getting ready to leave?
- 4. In this section,we will understand the impect of BY : CHANDAN JHA cost to the employer when employee leaves.
- 5. more salarymore salary But,āSalaryā may be on of the reasonBut, āSalaryā may be on of the reason but not the most important reason forbut not the most important reason for employee to quit a job.employee to quit a job. BY : CHANDAN JHA employee to quit a job.employee to quit a job. As a manager of course you probablyAs a manager of course you probably are wondering why even well paidare wondering why even well paid employees leave the company.employees leave the company.
- 6. The loss ofexperienced employees can alsoThe loss of experienced employees can also lead to thelead to the ābrain draināābrain drainā which can make yourwhich can make your company less competitive.company less competitive. BY : CHANDAN JHA
- 7. It should benoted that the cost of time and lost productivity are no less important or real than the BY : CHANDAN JHA are no less important or real than the costs associated with paying cash to vendors for services such as providing employees. These are all very real costs to the employer.
- 8. Calculate the costof lost productivity .Calculate the cost of lost productivity . Calculate the cost of conducting anCalculate the cost of conducting an interview to include the time of the personinterview to include the time of the person HERE ARE LIST,COST DUE TO EMPLOYEE LEAVING.EMPLOYEE LEAVING. interview to include the time of the personinterview to include the time of the person conducting the interview.conducting the interview. Calculate the cost of training your company hasCalculate the cost of training your company has invested in this employee who is leaving.invested in this employee who is leaving. BY : CHANDAN JHA
- 9. Calculate the costof the person(s) who fills inCalculate the cost of the person(s) who fills in while the position is vacant.while the position is vacant. Calculate the cost of lost productivity .Calculate the cost of lost productivity . Calculate the cost of conducting anCalculate the cost of conducting an HERE ARE LIST,COST DUE TO EMPLOYEE LEAVING.EMPLOYEE LEAVING. Calculate the cost of conducting anCalculate the cost of conducting an interview to include the time of the personinterview to include the time of the person conducting the interview.conducting the interview. Calculate the cost of training your company hasCalculate the cost of training your company has invested in this employee who is leaving.invested in this employee who is leaving. BY : CHANDAN JHA
- 10. CONTINUEā¦ā¦CONTINUEā¦ā¦ Calculate the impacton departmentalCalculate the impact on departmental productivity because the person is leaving.productivity because the person is leaving. Calculate the cost of lost knowledge, skills andCalculate the cost of lost knowledge, skills and contacts that the person who is leaving.contacts that the person who is leaving. Calculate the cost of loosing customers .Calculate the cost of loosing customers . Calculate the Lost Productivity Costs.Calculate the Lost Productivity Costs. Calculate the Lost Sales Costs.Calculate the Lost Sales Costs. BY : CHANDAN JHA
- 11. In this sectionweIn this section we will try towill try to understand the variousunderstand the various practical causes of employeepractical causes of employee turnover ,turnover , and we canand we can BY : CHANDAN JHA turnover ,turnover , and we canand we can manage them.manage them.
- 12. It seems likeas soon as you train a new hire,It seems like as soon as you train a new hire, heās out the door in favour ofheās out the door in favour of greenergreener pasturespastures.. That means not all but 25% of yourThat means not all but 25% of your BY : CHANDAN JHA What can you do to minimise the risk?What can you do to minimise the risk? Read on.Read on. That means not all but 25% of yourThat means not all but 25% of your staff is considering leaving youstaff is considering leaving you
- 13. ANDAND Actually āThe employeesdoes not leave the organization, but they leave the managerāā. BY : CHANDAN JHA ANDAND Here are some facts which helps youHere are some facts which helps you to retain him in your organization.to retain him in your organization.
- 14. Make a goodrelation with your subordinates.Make a good relation with your subordinates. Actually employees donāt need to be friends withActually employees donāt need to be friends with their boss ,but they need to have a pleasanttheir boss ,but they need to have a pleasant YOU relationship with boss. The boss is very much ofrelationship with boss. The boss is very much of an integral part of their daily lives at work for anan integral part of their daily lives at work for an uncomfortable relationship.uncomfortable relationship. āTreat Each Person with Dignity and Respectā.āTreat Each Person with Dignity and Respectā. BY : CHANDAN JHA
- 15. Care that theyshowed up for work.Care that they showed up for work. Care that they are putting in an effort.Care that they are putting in an effort. Care that they are part of your teamCare that they are part of your team.. All employees need your attention.All employees need your attention. Thatās how you care for them.Thatās how you care for them. Care that they are part of your teamCare that they are part of your team.. BY : CHANDAN JHA
- 16. Donāt let poorrelationships amongst coDonāt let poor relationships amongst co-- workers , be a reason why employees quit.workers , be a reason why employees quit. Employeeās work environment plays a vastEmployeeās work environment plays a vast role to retain the employees.role to retain the employees. BY : CHANDAN JHA role to retain the employees.role to retain the employees. An employee is happy on their job is having aAn employee is happy on their job is having a best friend at work. Good relationships withbest friend at work. Good relationships with coworkers, retain employees longer in thecoworkers, retain employees longer in the organization.organization.
- 17. CONFLICT Behavioural or personalityconflicts with between co-workers or supervisors are also common factors in leaving a job. BY : CHANDAN JHA Conflict with projects can be healthy, Conflict between people styles can be deadly. Too often, people try to get their point across without understanding the other personās point of view. Thus, conflict arises on a regular basis. This can be minimised with training on how to adapt to different behaviour styles.
- 18. A performing employeeAperforming employee may be a strongmay be a strong candidate for promotion. If because of somecandidate for promotion. If because of some reason he is passed over for it, he is set upreason he is passed over for it, he is set up for resignation. And his boss can managefor resignation. And his boss can manage PASSED OVER FOR PROMOTIONPASSED OVER FOR PROMOTION for resignation. And his boss can managefor resignation. And his boss can manage the situation by offering higher position tothe situation by offering higher position to meet his moral.meet his moral. Make sure that youāre talking with them and thatMake sure that youāre talking with them and that you know their hopes and dreams.you know their hopes and dreams. BY : CHANDAN JHA
- 19. STRESSED FROM OVERWORKSTRESSEDFROM OVERWORK Experience saysExperience says-- employeesemployees face challenges in theface challenges in the organization and outsideorganization and outsideorganization and outsideorganization and outside work. Meet with them to find out about thework. Meet with them to find out about the personal issues. Provide more flexiblepersonal issues. Provide more flexible schedule to those who need it and moreschedule to those who need it and more staffing support, if possible, to those whostaffing support, if possible, to those who are overworked.are overworked. BY : CHANDAN JHA
- 20. UNFRIENDLY WORKPLACEUNFRIENDLY WORKPLACE Theboss has to watch the employee not toThe boss has to watch the employee not to become part of office politics. If notbecome part of office politics. If not stopped , this unfettered politics may harmstopped , this unfettered politics may harm the morale of the performing employee.the morale of the performing employee. BY : CHANDAN JHA
- 21. Expert saysExpert says--actuallysome times it has beenactually some times it has been seen in the organization that the hardseen in the organization that the hard working and smarter employee does not getworking and smarter employee does not get good position, increment, perks etc. Rathergood position, increment, perks etc. Rather BY : CHANDAN JHA good position, increment, perks etc. Rathergood position, increment, perks etc. Rather than the other gets good response due tothan the other gets good response due to some reasons. Resulting it creates a gapsome reasons. Resulting it creates a gap among them and they decide to change theamong them and they decide to change the organization and saysorganization and says--āif one canāt changeāif one canāt change the situation better change one selfāā.the situation better change one selfāā.
- 22. You can't controlmuch enough. When employees leave to be closer BY : CHANDAN JHA leave to be closer to their family or to follow a spouse relocating for a job.
- 23. TOPTOP CLUES TOKNOW YOURCLUES TO KNOW YOUR BEST EMPLOYEES ARE LEAVING.BEST EMPLOYEES ARE LEAVING. TheyThey start dressing betterstart dressing better They take lunches at different timesThey take lunches at different times Their production drops offTheir production drops off BY : CHANDAN JHA Their production drops offTheir production drops off They seem "quiet" or "downThey seem "quiet" or "downāā They request vacation one day at aThey request vacation one day at a timetime
- 24. CONTINUECONTINUE.............. TheyThey are "sick"more oftenare "sick" more often They stop championing their positionsThey stop championing their positions They stop volunteeringThey stop volunteering BY : CHANDAN JHA They get more incoming phone calls thanThey get more incoming phone calls than usualusual They ask you for a referenceThey ask you for a reference
- 25. PRESENTED BY:PRESENTED BY: CHANDANJHA ,CHANDAN JHA ,[email protected]@yahoo.co.in