understanding and responding to turnover
DESCRIPTION
A presentation that links unfolding theory of turnover and job embeddedness into a set of management practices.TRANSCRIPT
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Why They Leave:Understanding Why Employees Leave
Organisations and Strategies for Encouraging Employees to Stay
Gerry Treuren, Carol Kulik and Prashant Bordia
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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%
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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
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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
![Page 5: Understanding and responding to turnover](https://reader033.vdocuments.site/reader033/viewer/2022061203/547d6781b4af9fa0238b4752/html5/thumbnails/5.jpg)
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
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The ways employees leave
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The ways employees leave
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The ways employees leave
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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
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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
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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
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Embeddedness and turnover
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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
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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
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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
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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
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Minimising unwanted turnover
1. Evaluate turnover and embeddedness profile
2. Diagnose organisational patterns3. Implement appropriate interventions4. Regular evaluation
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Minimising unwanted turnover
Exit interviews
Identification of appropriate initiativesJob
Embeddedness/ pulse surveys
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Evaluating turnover and embeddedness characteristics
• Using exit interviews process to identify leavers’ pathways
• Undertake an embeddedness survey (supplement with pulse surveys if necessary)
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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
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Implement and evaluate
• Implement proposed remedies
• Regularly evaluate using pulse surveys and exit interviews and amend remedies if necessary
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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
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Thank you
Questions?