understanding and responding to turnover
DESCRIPTION
A presentation that links unfolding theory of turnover and job embeddedness into a set of management practices.TRANSCRIPT
Why They Leave:Understanding Why Employees Leave
Organisations and Strategies for Encouraging Employees to Stay
Gerry Treuren, Carol Kulik and Prashant Bordia
Five pathways out of the organisation
Type Pathways
Dissatisfaction + Job The traditional explanation for turnover
Dissatisfaction + No Job Job is so unbearable – just had to leave
Typically explains about 30%
Five pathways out of the organisation
Type Pathways Plan Was going to leave when…[…..]…happens
Dissatisfaction + Job The traditional explanation for turnover
Dissatisfaction + No Job Job is so unbearable – just had to leave
Five pathways out of the organisation
Type Pathways Plan Was going to leave when…[…..]…happens
Pull Pulled towards a better job
Dissatisfaction + Job The traditional explanation for turnover
Dissatisfaction + No Job Job is so unbearable – just had to leave
Five pathways out of the organisation
Type Pathways Plan Was going to leave when…[…..]…happens
Pull Pulled towards a better job
Push Pushed out of job
Dissatisfaction + Job The traditional explanation for turnover
Dissatisfaction + No Job Job is so unbearable – just had to leave
The ways employees leave
The ways employees leave
The ways employees leave
Why the difference between organisations?
Different organisations have different leaving profiles based on:
– Organisational policies and practices– The quality of day-to-day management– Occupational types and labour market– Embeddedness of employees
Embeddedness
• Employees have varying degrees of attachment to their organisation and their out-of-work life
• The more embedded an employee, the more likely the employee is to stay
The buffer to the impulse to leave…
• Embedded employees are less likely to be dissatisfied with their job and their employment
• Embedded employees are less likely to resign because of shocks
• Management can increase the level of embeddedness
Embeddedness and turnover
Three factors of embeddedness
• Fit with the organisation and other employees• Linkages with the organisation and other
employees• The financial and social sacrifice of leaving
Fit-based embeddedness• Does the person fit the job, work group and
the organisation? Have similar values? • Management can improve embeddedness by
– Recruiting for Person-Job fit– Recruiting for Person-Organisation fit– Redesigning jobs to better suit high potential/
highly mobile employees
Linkage-based embeddedness• How well connected to their job and the
organisation? • Management can adopt in-house activities
– Mentoring schemes– Workgroups; reward team achievements– Consultative processes– Internal development programs– Appropriate induction and socialisation schemes
Sacrifice-based embeddedness
• What is the cost of leaving for an employee?• Management can increase the economic and
social cost of leaving, through: – Salary/conditions/ superannuation vesting– Development of internal labour market– Onsite/subsidised childcare, parking and childcare
Minimising unwanted turnover
1. Evaluate turnover and embeddedness profile
2. Diagnose organisational patterns3. Implement appropriate interventions4. Regular evaluation
Minimising unwanted turnover
Exit interviews
Identification of appropriate initiativesJob
Embeddedness/ pulse surveys
Evaluating turnover and embeddedness characteristics
• Using exit interviews process to identify leavers’ pathways
• Undertake an embeddedness survey (supplement with pulse surveys if necessary)
Diagnose
• Use embeddedness data and exit interview data to identify the pathways used to leave the organisation
• Identify an appropriate set of remedial and proactive steps to prevent turnover intention and increase embeddedness
Implement and evaluate
• Implement proposed remedies
• Regularly evaluate using pulse surveys and exit interviews and amend remedies if necessary
Takeaway points
• Turnover and turnover likelihood can be assessed and diagnosed
• Different organisations have different leaving profiles
• Management can cultivate embeddedness to minimise unwanted turnover
Thank you
Questions?