Staff turnover is one of key issues any organization that adversely affects the work of the enterprise does not allow the team to form, and hence the corporate spirit, which invariably entails a decrease in production indicators and work efficiency.

You can give the following definitions of staff turnover in the enterprise:

Staff turnover is the movement of employees in an enterprise.

Staff turnover in personnel management is a norm that shows how often an employee gains and loses a job.

An increased turnover of personnel, whatever the reason, reduces the staffing of jobs by performers, distracts highly qualified specialists who are forced to help newcomers, worsens the moral and psychological climate, reduces the productivity of those who are going to leave, which as a result causes economic losses. The regulation of staff turnover is becoming the main factor determining the strategic success, sustainability and stability of the organization's development. With controlled turnover, it becomes possible to force out non-competitive workers: people with reduced labor productivity and working capacity, low or morally outdated professional and qualification levels, poorly formed motivational attitudes, etc. In this regard, opportunities for personnel changes and career growth of the remaining “best” employees are opening up, which allow the organization to gain significant competitive advantage in the market Romanov V. Pluses and minuses of staff turnover // Kadrovik. HR management. - 2011. - No. 11. - S. 94-107 ..

Work to study and reduce staff turnover at the enterprise involves the following steps:

collection and processing of information on the state, causes and factors of staff turnover (determination of quantitative and qualitative characteristics of the process);

· analysis of the staff turnover process;

· Development and implementation of measures to reduce staff turnover.

Let us dwell in more detail on the quantitative analysis of the phenomenon under study. The state of the staff turnover process is characterized by the turnover rate (Kt), the partial turnover rate (Kch. t) and the turnover intensity factor (Ki. t).

The turnover rate is used to assess the size of the turnover in the whole organization and its individual divisions. It is calculated for the reporting period (month, quarter, year) as the ratio of the number of employees dismissed for violations labor discipline, as well as those who left own will, to average headcount workers.

This loss formula is easy to use but deceptive. The main objection to estimating employee turnover using the quit rate for a given period is that these figures can be inflated by high turnover relative to a small overall share of workers, especially during periods of active hiring. After all, this indicator can be extended to the entire company, covering all professions and employees with long and short work experience, or it is limited to a small proportion of employees - only a few jobs could be involved, although each of these positions had to be re-filled several dozen times a day. during this year. It's perfect various situations and if they are not analysed, projections of future needs will be inaccurate and inadequate remedial action may be taken. The turnover index is also suspicious if the average number of employees against which the percentage is calculated is not typical for latest trends due to a significant increase or decrease in the number of employees for the period Shapiro S.A. Fundamentals of personnel management in modern organizations. - M.: GrossMedia, 2009. - S. 89 ..

Partial turnover coefficient (Cf. t) is used to assess the size of turnover for individual age, sex, professional, educational and other groups labor collective. It is calculated as the ratio of the number of those dismissed in this group for violations of labor discipline, as well as those who left of their own free will, to the average number of employees in this group.

The turnover intensity coefficient (Ki. t) is the ratio of the partial turnover coefficient (Kch. t) for this group, allocated for the organization as a whole or for its individual divisions, to the turnover coefficient (Kt), calculated respectively for the organization as a whole or for its individual divisions. It shows how many times the partial coefficient of fluidity for a given group is greater or less than Kt, namely: the value of Ki.t. ? 1 indicates the average (relative to the organization or division) level of turnover in this group; Whale< 1 -- о том, что интенсивность текучести ниже ее среднего уровня, т.е. о стабильности группы; Ки.т. >1 - about the increased level of fluidity. Ki values. t allow you to establish the impact on the process of turnover of factors such as gender, age, educational level, profession, qualifications of employees, etc., and also serves to monitor the effectiveness of individual measures to reduce turnover. At the same time, low values ​​of the turnover intensity coefficient do not always indicate the normal development of social processes in the team. So, in a number of professional groups, the value of Ki = 0.5 often indicates the aging of the team.

Important enough for the analysis of employee turnover is the survival rate: the proportion of employees employed for a certain period of time who remain in the enterprise after a certain number of months or years. The distribution of losses within each group can be plotted in the form of a "survival curve". It has been found that the basic shape of this curve is similar for many situations, although it has been observed that its peak may be farther along the time axis and/or may be lower when the curve refers to highly skilled or trained groups of workers.

Many people believe that the stability index is more accurate than the turnover rate. It is usually calculated as a ratio: in the numerator - the number of employees who have worked for at least one year, in the denominator - the number of employees hired a year ago. This index shows how many employees with longer tenure tend to stay in the company, and therefore shows the degree of continuity of the company's employment. But this index can also be misleading, because it does not reveal the wide variety of situations that take place in the organization. Variations in the staff stability index are called the "complementary turnover index": this is the ratio of the number of employees who joined and quit in one year to the average number of employees in one year. It shows the turnover of workers who have worked for a short time Egorshin A.P. Fundamentals of personnel management. - M.: Infra-M, 2008. - S. 189 ..

The general state of staff turnover is analyzed by the enterprise and its divisions: the dynamics of the turnover rate is assessed compared to previous periods; subdivisions with the highest value of Kt are allocated; conditions are identified that determine a high level of fluidity; professional, age and gender and other groups of employees subject to high turnover are determined, etc. The results of the analysis are summarized in the form of a report, which gives an assessment of the state of turnover in the organization (enterprise) and its dynamics; conclusions are drawn, which contain the main directions for the development of measures to reduce turnover. A detailed analysis is recommended to be carried out once a year as of January 1. As of the beginning of each quarter, the values ​​of turnover rates for the organization and its divisions should be determined, comparing them with the values ​​of Kt. in the corresponding period of the previous year.

For the analysis of the processes of stabilization of work collectives, calculations of the turnover rate and periods of complete renewal of the collective or individual professional groups are also of great importance. The turnover rate is defined as the ratio of employees laid off during the year to their total number. The full period of personnel turnover (in years) is calculated by the formula of Oparin N. Personnel turnover management // Kadrovik. Personnel management. - 2010. - No. 4. - S. 56-67 .:

Similarly, indicators of the full turnover period for certain categories of employees and professional groups are calculated (a long turnover period is considered a good indicator). Can also be used such an indicator of staff turnover as the level of "accumulation" of new employees. It is calculated in the variants of Agashkov A.P. There is such a phenomenon - fluidity // Secrets of personnel management. - 2008. - No. 7. - S. 34-47 .:

1. The absolute number of employees dismissed in the reporting year with less than 1 year of work experience (with an analysis of the reasons);

2. Relative indicator:

where: A - the number of employees dismissed during the reporting year and having less than 1 year of experience;

B - the number of employees who had less than 1 year of work experience at the end of the year;

C - the number of employees dismissed during the reporting year with less than 1 year of service.

Not taken into account (both in the numerator and denominator) temporary employees, as well as personnel working under a contract of less than 1 year.

Another method of calculating employee turnover is to study the group of employees recruited over a given period (usually a quarter) and take into account the rate at which they left the company. Sometimes these metrics are plotted graphically, plotting the quit rate on a chart showing quarterly work periods. In this case, the resulting graph is called the run time curve.

Very important in the calculation of flow rates is the determination of its optimal level. At this stage, it is necessary to answer the main question - is the level of turnover so high that it leads to unreasonable economic losses. Since the turnover rate depends on many factors (the specifics of the business, the geographical location of the company, etc.), each company needs to calculate its ideal level of staff turnover. And even different departments of an organization can have their own rate of turnover.

The above statistical methods will allow timely informing the management of the enterprise and the personnel department, both about the general level of turnover and its derivatives, which is very important for making adequate decisions to improve the human resource management system in general and reduce staff turnover in particular.

Employer losses from staff turnover are financial and organizational losses (See: Table 1).

Table 1

Financial and organizational losses from staff turnover

The factors that cause the movement of personnel are diverse, have different sources, the strength of their influence is different, changeable and often difficult to quantify.

They can be divided into three groups Sotnikova S., Solovyova Yu. Diagnosis of staff turnover in trade // Kadrovik. Personnel management. - 2010. - No. 11. - S. 12.:

1) factors arising at the enterprise itself (the amount of wages, working conditions, the level of labor automation, the prospect of professional growth, etc.);

2) personal factors (age of employees, level of their education, work experience, etc.);

3) factors external to the enterprise (the economic situation in the region, family circumstances, the emergence of new enterprises, etc.).

In turn, in each of these groups, factors can be identified that differ in the strength and nature of their influence on the mobility of workers. The circumstances that cause staff turnover can be fully controllable (working and living conditions), partially controllable (satisfaction with the team, relationships, forms of motivation) and uncontrollable (natural and climatic factors).

The main and most frequent causes of staff turnover are the following Ivantsevich J. M., Lobanov A. A. Human resources management. - M?.: Delo, 2009. - S. 45 .:

1. Dissatisfaction with wages (low wages, the difference between the promised remuneration when applying for a job and actually received from the first salary; non-transparent bonus system, errors in payroll calculations; non-compliance by the employer with the requirements of the Labor Code of the Russian Federation on the place and time of payment of wages, incl. payment of wages once a month; non-transparency of accrual and payment of salaries, incl. payment of part of wages "in an envelope");

2. Non-compliance of the work performed and the level of position (responsibility) with the proposed status, both for the organization itself and for the market segment as a whole;

3. Schedule of work (including not in the field production activities. For example, the work schedule of a salesperson or call center operator can also be shifted up to a 12-hour shift);

4. Problems of contact between management and staff, incl. conflict situations between the top managers of the organization; rejection of an overbearing and unfair boss, etc.;

5. Lack or small social package(non-payment of sick leave, inability to go on vacation, failure to provide other guarantees and compensations provided for by the Labor Code of the Russian Federation, including for employees with children; lack of a voluntary medical insurance program, failure to provide overalls, as well as withholding its cost from wages when provision, etc.);

6. Lack of career growth, as well as slow career growth or its impossibility due to management policy or organizational structure;

7. Difficult conditions labor (both in relation to incorrect, excessive workload on workers, and in relation to "unhealthy" working conditions: an unheated warehouse, lack of space for heating, a building unsuitable for use for the corresponding purposes of the activity, manual labor, old worn-out equipment, etc.);

8. Location of the place of work (direct execution labor function, as well as the parent organization (typical both for the regions and for Moscow and the Moscow region; including for reasons related to the duration of travel to the place of work));

9. Other reasons related to the personality of the employee himself and his motivation (unsuccessful attempt to start a career, dissatisfaction with the chosen field of activity, etc.);

10. Other reasons related only to the wrong policy of the employer (unreasonable reduction in the number / staff, rebranding of the entire company, excessively rigid dress code, etc.)

At the same time, it should be noted that according to Rosstat data for November 2012, in total strength Of retired workers, 66.5% are those who left of their own free will, 7.1% - by agreement of the parties, and 2.9% - due to a reduction in the number. The highest specific gravity dismissed at their own request is noted in wholesale and retail trade organizations (87.4%) Official website Federal Service state statistics. - Electronic resource: URL: http://www.gks.ru (date of access: 12/05/12). 90% of cases.

At the same time, with a skillful policy and competently and, most importantly, timely measures, staff turnover can, if not eliminated completely, then significantly reduce and make it no more than natural turnover.

Thus, we can conclude that staff turnover is the movement of employees in the enterprise. The following factors influence staff turnover: personal; factors arising at the enterprise; external factors. The employer, as a result of the increased turnover of personnel, incurs financial and organizational losses.

Staff turnover in a company is one of the key indicators of the work of an HR specialist - often it does not depend on him at all, but on a whole range of factors. This complex, in turn, is mainly influenced not by the crisis and market changes, but by the management and the owner.

The leaders in terms of staff turnover have always been trade, restaurant business, banking and Insurance companies. “At the same time, it should be noted that high turnover is typical for entry-level personnel in these industries - credit consultants, salespeople, waiters and other entry-level employees,” says Shamil Ismailov, director of the St. Petersburg representative office of the Brainpower recruiting company. “On average, the level of turnover in these industries regardless of the position level, it is about 30%, while for individual stores or restaurants it reaches 80%. The crisis did not affect this top in any way: the turnover in these industries is caused not by external, but by internal processes.

"High turnover is traditional in retail (up to 50–100% per year) and in Catering, this is caused either by the active development of the company and the market segment, or by low wages. A good indicator for any business is a turnover of about 7%," explains Marina Tulskaya, head of the personnel department at Aleksandrovsky Bank. High-tech industries and the IT sector are among the industries with the lowest level of staff turnover, notes Anna Chukseeva, editor-in-chief of "Job. ru". Well, the lowest turnover is observed in the field government controlled and in budget institutions, says Ekaterina Boytsova, HR Director at BDO Unicon Outsourcing. "In the first case, the profession implies many years of service, in the second - working conditions and rates for employees in one region are practically the same: changing the employer does not make sense," she says.

Advantages and disadvantages

“Each industry has its own standards,” says Ekaterina Ovchinnik, HR Director at Intercomp. retail sales the so-called staff turnover can reach 100% per year, then for IT companies even 20–25% turnover can become a threat to business. It is believed that a small employee turnover rate is good. the place is occupied by newcomers, while highly productive personnel move to leadership positions," the expert explains.

"The lack of fluidity means" stagnation of blood ", the absence of a fresh look and new ideas, - Shamil Ismailov notes. - You can not notice important changes in your industry and lose your competitive edge.” So high turnover is just as bad for a business as not having it.

“It is difficult to say for whom staff turnover is a good indicator, because turnover is always an increase in costs,” Yulia Kudelkina, head of the mass recruitment group at SKB Kontur, disagrees with her colleague. “Resources are spent on finding an employee, training, adaptation and to achieve a certain level of efficiency."

"High staff turnover is typical for companies that employ a lot of students who combine work with study. For example, this is the position of sandwich artists in Subway restaurants," says Olga Bludovskaya, Executive Director Subway Russia Service Company. - Such employees are absolutely interchangeable, but when one of them leaves the team, a newcomer takes his place, who needs to be trained from scratch. This means the loss of the manager's working time and a change in the quality of service and the speed of serving visitors.

"In the FMCG market, the turnover in the sales department has a special impact on the results of companies, because the achievement depends on sales representatives key indicators They are the ones who interact with customers. In addition, these employees form personnel reserve for key positions commercial function", - says Galina Podovzhnaya, HR business partner of Coca-Cola HBC Russia.

“There are cases when a high turnover of initial staff is economically beneficial for a company, that is, the cost of increasing wages for an experienced employee exceeds the cost of recruiting and adapting a new one,” recalls Ani Martirosyan, recruitment manager at ManpowerGroup. reputational losses that the company will incur in the labor market with such a corporate policy.

Causes of turnover

According to a recent study by Acsour, companies with low churn give employees the opportunity to propose initiatives to improve their work and avoid open space offices (only 27% of low churn companies have them, but 60% of high churn companies). It turned out that employers consider the availability of VMI (72% of respondents), payment of financial assistance(60%) and advanced training at the expense of the employer (56%).

At the same time, as the study showed, the most effective way to deal with turnover is a high salary. The so-called social package has little effect on turnover, Shamil Ismailov notes: “For example, VMI for entry-level specialists is either often not issued, or it provides for the most basic program. An employee is primarily interested in how much he can earn and how to quickly grow up the career ladder.”

Legs, arms and tails

"Church is a synonym for a juicer, therefore it is observed where non-competence and professional performance are needed job duties but legs, arms and head,” says Alexander Trifonov, co-owner of the legal service 48Prav.ru. Therefore, one of the reasons for staff turnover is the lack of investment in staff, its training and professional growth, says Natalia Pauli, a representative of Obuv Rossii.

“Most often, turnover is provoked not by the level of wages, but by the lack of opportunities for development,” agrees Olga Vysotskaya, Director of Client Relations at OPEN Group. Practice Manager" High tech and telecom" of the recruiting company "Marksman" Olga Kochergina believes that two factors most significantly affect the turnover: the company's relocation to new office(especially located on the outskirts or outside the city) and a change in ownership or management of the company.

Yulia Kudelkina adds that a frequent change in the motivation system and planned indicators, on which income depends, leads to staff turnover, if it happens more than once every six months.

“In order for the turnover rate to remain within the normal range, it is important that managers take responsibility for this indicator,” recalls Galina Podovzhnyaya. “And understand their leading role, not leaving this issue to the tasks of only HR specialists.”

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PERSONNEL TURNOVER MANAGEMENT IN THE ORGANIZATION

Nikitina Ekaterina Evgenievna

and Administration, Siberian State Aerospace University named after Academician M.F. Reshetnev, Krasnoyarsk

Starodymova Anastasia Vladimirovna

undergraduate, International Graduate School innovative business

and Administration, Siberian State Aerospace University named after Academician M. F. Reshetnev, Krasnoyarsk

E- mail: nastena[email protected] mail. en

Podverbnykh Olga Efimovna

scientific adviser, doctor of economics Professor, International Higher School of Innovative Business and Administration, Siberian State Aerospace University named after Academician M.F. Reshetnev, Krasnoyarsk

Staff turnover is one of the parts of the general movement of labor resources in the economy. It's special independent form movement, consisting of unorganized dismissals of employees from organizations in connection with the termination employment contract at the initiative of the employee or employer, as well as due to circumstances beyond the control of the parties.

Today, staff turnover is one of the main problems of any business, as it entails a decrease in production indicators, work efficiency, and, as a result, considerable financial losses. According to expert estimates, an increased degree of staff turnover is topical issue for at least 70% of medium and large companies Russia.

All activities to manage staff turnover within the framework of the personnel policy of the enterprise can be represented as the following steps:

Stage 1. Determining the level of staff turnover.

At this stage, the main thing is the answer to the question - is the level of turnover so high that it leads to unreasonable economic and social losses, loss of profit by the enterprise? When determining the level of turnover, it is necessary to take into account factors that can affect the level of turnover, among them may be: production technology, labor intensity of work, the presence / absence of a seasonality factor in the production cycle, leadership style, level and principles of corporate culture. Industry affiliation also has a great influence on the level of turnover. According to research, in Russia for production area the level (coefficient) of staff turnover is considered normal, not exceeding 10-20% per year, in an actively growing business, especially at the stage of mass hiring, the level of turnover can be higher and amount to just over 20%. For IT companies, the turnover rate is 8-10%, in retail and the insurance business, 30% is considered the norm. In the hotel and restaurant business, the highest percentage of turnover - 80% - and this is recognized by experts as a normal value. In the banking sector, the turnover rate is 7-10%. In pharmacy organizations, turnover ranges from 10 to 25%. Least of all problems with the inconstancy of employees are observed in the energy and mining sectors.

Conduct dynamic analysis labor indicators enterprises expediently for the maximum possible period of time, since the main task this analysis - to identify the presence and magnitude of seasonal fluctuations in turnover.

Stage 2. Determining the level of economic losses caused by staff turnover. This is one of the most time-consuming, but important stages of analysis, associated with the processing of a large amount of internal information.

If possible, it is necessary to at least approximately estimate the amount of losses, which mainly consists of the following indicators:

• loss of working time - the period between the dismissal of an employee and the adoption of a new one, during which workplace does not function;
• losses caused by the procedure layoffs - payments severance pay for retiring employees;
• the cost of working time of an employee of the personnel service for processing the dismissal of an employee;
• possible losses associated with legal costs in case of illegal dismissal of an employee and his subsequent reinstatement and payment for forced absenteeism;
• possible direct costs associated with attracting recruitment agency to search for candidates for a vacant position;
• losses caused by the procedure for hiring employees for a vacant job on their own - time spent by an employee personnel service to search for candidates;
• expenses for the selection of candidates - the expenses of the working time of a personnel service specialist who carries out the selection procedure;
• the costs of training a hired employee - the costs associated with the labor adaptation of an employee, with on-the-job training different ways(mentoring, self-study, help of colleagues at work, etc.);
• off-the-job training costs;
• costs associated with "hidden turnover" - a decrease in the productivity of employees who decide to quit.
• the costs of creating a socio-psychological climate in the team to build a stable work team. Currently, the management of many companies pays great attention to team building - team building trainings are held, joint corporate events(holidays, going to the gym). This cost item is made up of funds directed by the management of the enterprise for similar purposes.

After assessing the amount of losses, they are compared with the costs of eliminating the causes of excessive staff turnover.

Stage 3. Determining the causes of staff turnover. The key reasons for the high level of staff turnover in the enterprise can be:

1) the specifics of the production and economic activities of the enterprise or industry specifics;

2) the presence of problems in the enterprise management system.

If the first reason is identified, then no solutions are required, as a high level of turnover will still remain, since it is subjective.

The second reason requires the search for "bottlenecks" in the enterprise management system.

An analysis of the reasons for the dismissal of employees can be based on two aspects:

The first is based on the division of the grounds for dismissal according to the legislative principle - the grounds for termination labor relations listed in the Labor Code of the Russian Federation. In this case, the grounds will correspond only to those listed in the Labor Code: at their own request, in connection with the transfer, temporary workers, absenteeism without good reason (clause 4., Article 33 of the Labor Code), for child care, for appearing at work in a state of intoxication (clause 7., Article 33 of the Labor Code), to reduce the number (clause 1., Article 33 of the Labor Code ), retirement, due to death, some others.

An analysis of the personnel statistics of the enterprise can help identify such reasons. You can compare the obtained data with similar data from other enterprises or with data for the industry as a whole.

The second aspect is related to the identification of the true motives for the dismissal of employees. It is necessary to identify the real reasons that prompt the employee to make a decision to dismiss. HR statistics do not contain complete information on this issue, since only the basis "of one's own free will" can imply a very wide range of reasons: dissatisfaction with the level of remuneration, reasons of a personal nature, delays in payment of wages, severe and / or dangerous conditions labor, inconvenient work schedule, remoteness of the place of work.

Stage 4. Development of a system of measures to reduce excessive turnover and improve the procedure for hiring and firing employees.

These activities can be divided into three main groups:

• technical and economic measures - improvement of working conditions, improvement of the system of material incentives, improvement of the organization and management of production, mechanization of individual labor processes, etc.);
• organizational measures - improving the procedures for hiring and dismissing employees, creating a system for career growth and advanced training of employees both inside and outside the company, etc.);
• social and psychological activities - among which are the improvement of methods and styles of leadership, work to improve relationships in the team, the formation of a system of moral encouragement, work to develop and strengthen the team spirit of the team, etc.

One of the possible areas of work may be the organization of assistance to laid-off employees. Such assistance can be psychological, consulting, informational and will be provided by employees of the personnel department of the enterprise.

The purpose of such work is to help the employee go through the dismissal procedure as “softly” as possible and, if possible, short time to find new job, as well as psychological support for the dismissed.

An employee of the personnel service of the enterprise, as a professional in this field, can provide a package of information, documents, and advice. He can help a prospective candidate write a resume and prepare for upcoming interviews. It can help to place the candidate's resume on the relevant Internet portals, in the register of the employment service, as well as to disseminate information about the candidate among the personnel officers of other enterprises with which he personally communicates or to form a list of organizations that are currently looking for an employee with relevant knowledge and experience.

Such activities do not require significant material costs, at the same time they can help:

• reduce the possible number of lawsuits and payments on them from laid-off employees;
• reduce the number compensation payments dismissed employees;
• to form the image of the company as a positive employer;
• stay on good terms with the dismissed employee.

5. Determining the effectiveness of the proposed activities. At the final stage, it is very important to compare the costs associated with the implementation of the developed activities with the losses associated with a high level of staff turnover. The criterion for evaluating the effectiveness of the proposed project will be the same as when evaluating any other business project - if the costs of its implementation exceed the expected economic effect, then it is necessary to search for other, more cost-effective and less costly options for improving work with personnel.

Bibliography

1. Avchirenko LK Personnel management of the organization. – M.: INFRA-M; Novosibirsk: NGAEiU, 2010. - 482 p.
2. Nikiforova L. Analyze staff turnover, and you will learn a lot about the company // Kadrovoe delo. 2011. - No. 2. - S. 48‑59.
3. Romanov V. Pluses and minuses of staff turnover // Kadrovik. Personnel management. - 2011. - № 11. - S. 94‑107.
4. Skavitin A.V. Methodological approaches to managing staff turnover. Kadry, personnel. - 2010. - № 6. - S. 54‑61.

The times when an employee worked in an organization for 10-20 years are furtively recalled by our grandmothers. The current generation prefers not to stay in one place, changing employers like gloves. Career experts recommend a professional shake-up every 5-7 years. But what to do if the company has a clear staff turnover?
Rjob found out where people get fired from most often, what is the reason and whether there is a reason for concern.

Areas and companies at risk

From records in other work books dazzles in the eyes. Particularly active leave the office long before graduation. There are employers who themselves are not averse to getting rid of an employee who does not meet strict requirements as soon as possible.

As noted Svetlana Beloded , Head of Human Resources QBF, absolutely all companies face staff turnover.

“For example, in our QBF, employees of the sales department most often change. This is due to the specifics of the activities of financial advisors. Many specialists simply get tired of constant interaction with different people,” the expert notes.

In its turn Valeria Evdokimova, Head of the HR-analytics project of the Banki.ru holding, believes that the reason is deeper - employees leave companies that are not ready to offer optimal working conditions, retain employees with good wages or professional development and career opportunities.

“Therefore, people, having worked for a short time and having gained minimal experience, quit. Most often this happens in retail, restaurant and hotel business,” adds Valeria Evdokimova.

More areas with high turnover highlights Lead HR Specialist V.I.G. Trans Diana Kovaleva. The "worrisome" list includes:

• Retail
• Services sector
• Construction industry
• Non-food sector
• Industrial enterprises
• Finance

All these areas, except for the last one, are not considered prestigious and promising. Therefore, the change of personnel there can be observed often. As for the financial niche, there is an oversaturation of the labor market with candidates.

“A schoolboy or student sees that the financial sector offers many vacancies on the market. And that means that after graduation it will be easy to find a job. On the part of the employer, the glut of the market makes it possible to choose and not hold on to the departing employee, ”explains Valeria Evdokimova.

I agree with this point of view and Roman Alekhin , founder marketing group Alekhin and Partners. He notes that in some areas they do not even try to deal with turnover, since it is much easier and cheaper to find a new employee than to bear the costs of retaining him.

“In addition, high turnover is in markets with a high level of competition among employers and low levels of employee competition. For example, in the clothing and pharmacy market in Kursk, employees left and returned to the firm several times. In all these cases, the level of salaries also matters. Most often, it is low, and an offer of 500-1000 rubles higher can be decisive, ”explains Roman Alekhin.

Who is guilty?

If the company's workforce changes regularly, don't rush to throw stones at its garden. Founder Moscow Digital AcademyMaxim Ivanov believes that there is no need to look for the guilty, because both the employee and the employer will always have good reasons for dismissal.

Svetlana Beloded thinks that the responsibility for employee turnover lies with both the employer and the people who are subordinate: “Sometimes the head of the company overestimates the candidate and delegates much more authority to the newcomer than he can handle. Competent work of HR-specialists will allow to avoid the described situation. But sometimes applicants are also to blame for the recruiting mistake. For example, a candidate wants to take a certain position so badly that. And some newcomers manage to appear to the HR representative, especially the less experienced one, as more competent than they really are.”

There is only one result - an employee who does not reach the required level leaves either of his own free will or at the request of his superiors.

Elena Yakhontova , professor of the department corporate governance high school corporate management of RANHIGS, I am sure that the employer is to blame for the staff turnover, not the employees. Low wages, poor working conditions, unprofessional management and lack of career prospects - such factors will push even the most persistent to quit.

“People come to the company and leave the leader. Therefore, in order to reduce turnover, it is sometimes enough to increase the requirements for the managerial competencies of managers and the style of managing employees,” the expert comments.

Why is employee turnover dangerous?

Usually, a high percentage of layoffs followed by the admission of new specialists is considered as evidence of the unreliability of the company. Therefore, in most cases, staff turnover is a stain on the company's reputation. But is everything so clear?

Valeria Evdokimova emphasizes that staff turnover can be both positive and negative.

Of the benefits - a fresh look and new ideas from newly hired employees.

The disadvantages include the difficulty of finding a new professional, the cost of his training and integration, production downtime.

“If we are talking about companies that do not develop and apply know-how in marketing and management, then the turnover will not harm them much. The blow to the firm is felt when it is a market leader or it uses unique innovative methods of work that give an advantage. If an employee leaves such a company for a competitor, then this can greatly undermine its position, ”shares his opinion Roman Alekhin.

Loss of competencies, according to Elena Yakhontova, is another problem for a company with high employee turnover. Seasoned specialists are being replaced by still timid, newcomers who are ignorant of many issues. And often their enthusiasm is not able to compensate for the lack of experience.

…and how to deal with it

How to deal with staff turnover that exceeds the norm? Experts advise:

• correctly determine the competence of a specialist before hiring him;
• create the most comfortable working conditions;
• regularly analyze the socio-psychological climate in the team;
• involve employees in the company's business processes, giving them the opportunity to feel part of a global cause;
• pay competitive salaries.

“In order to reduce the level of employee turnover, it is necessary to develop corporate culture. It is important to pay attention to the adaptation of newcomers, constantly, both material and non-material means. In addition, employers need to carefully monitor the fulfillment of all obligations assumed to employees. Finally, I would advise entrepreneurs to take care of the company's brand as well,” advises Svetlana Beloded.

Expert advice will certainly help to strengthen relationships in the team and minimize employee turnover. But we must not forget that change is inevitable even in the most stable company. The main thing is that they should be for the benefit of both the employee and the employer.

The pros and cons of employee leakage, in fact, depend on the type of organization. For example, in some industries, its level is quite predictable and explainable and, as a rule, does not have any negative consequences. However, in other areas of business, too high a rate of loss of qualified employees causes significant damage to companies due to the costs of the ongoing recruitment and training process.

In any case, whether staff turnover is a disadvantage or an advantage is a question that is analyzed within the company, and if this phenomenon begins to affect the efficiency of the organization and turns into a serious problem, then it should undoubtedly be addressed without delay.

At one point or another, any organization can reach a certain point of stagnation, because it will need new ideas like air, leading to the introduction of innovations. Often, it is new employees who bring their fresh vision of work processes, and can also soberly assess the existing shortcomings and weaknesses in the company's work, since they were not participants and witnesses of the previous circumstances that led to stagnation.

Template groupthink sometimes turns into an obstacle to the further development of the company, and therefore a high turnover of staff in this regard can be a way out of the situation. In other words, the less people work together, the lower the risk that the team will develop a pattern of thinking that does not have room for creative and innovative ideas. High turnover is a cure for stagnation within an organization and the potential for fresh, progressive initiatives that can be a powerful spur to growth and development.

One of the most significant disadvantages associated with high employee turnover is the cost to the organization, as the process of selecting and hiring new employees requires a significant amount of resources. If the company leaves a large number of employees, and this situation occurs frequently and massively, it is unlikely that it will be possible to avoid expenses.

High employee turnover also means time costs. Every time it comes new employee He needs time to learn and familiarize himself with his tasks. This means that the novice gets paid for his own training, while other employees are distracted from doing their job. official duties in order to prepare and instruct a new team member on whom they spend their time and effort at the expense of work.

Another disadvantage is that the departing employee takes with him his knowledge, skills and abilities. The knowledge of the staff is a valuable asset, and if really highly qualified specialists leave, whose replacement is quite difficult to find, then with a high degree of probability it can be predicted that sooner or later competitors will get this leaving valuable asset.

As a result, we can conclude that one of the main aspects of successful employee turnover management is to identify those areas of activity where such a phenomenon adversely affects the work of the company, or, on the contrary, it can even be beneficial and only benefit the development of the company. In other words, it is necessary to find the necessary balance of pros and cons so that high employee turnover does not have a negative impact on work processes and, as a result, on labor productivity indicators.

But how are things with? Without delving into theory, but looking at practice, we can state the fact that the employer shift work saves on travel costs with frequent staff changes. So, you can often find offers on the condition of travel compensation starting from the second watch. But in fact, the second time the employee does not go to work on a shift for various reasons.

This may be poor working conditions, various fines invented to discourage the employee from going to work again. And all costs are borne by the shift worker himself. After that, the salary does not become comparable with that which could be received at the place of permanent residence.

And it is not at all necessary to carry out, it is only necessary to artificially create such working conditions under which the employee himself will make an unconditional decision to quit irrevocably.