Retention

Question 1

Understanding why people leave

Answer 1

.difficult to manage turnover unless you know why people leave
. Very difficult to obtain information
.Exit interviews
. Dependent on culture, reasons, support, future needs

Question 2

Outside factors

Answer 2

.Unrelated to work 
.Relocation 
.Travel 
.Juggling needs 
.Unavoidable 
.Career breaks, flexible working, childcare

Question 3

Functional turnover

Answer 3

.All resignations that are welcomed by employer and employee alike
.Poor work performance
.Failure to fit
.Lost opportunities and unnecessary cost
.improvement in selection needed

Question 4

Push factors

Answer 4

.dissatisfaction with work or organisation
.wide range of issues:

.lack of opportunity, boredom, poor supervision, lack of involvement, personality clashes
. These can all be addressed but many organisations lack mechanisms to identify clashes
. Somewhere to voice concerns

Question 5

Pull factors

Answer 5

.Attraction of rivals 
.Better opportunities 
.Work with particular people 
.Current employers can match offers 
. Ensure employees see what they currently have

Question 6

Retention reasons

Answer 6

Recruitment and resourcing ‘mobilise’ workforce
. Expensive process
. Cost to recruit and train half to on and a half the annual salary for the post
. Ways to reduce time and money spent on this
. Avoid people leaving the organisation

Question 7

Impact of staff turnover

Answer 7

. Level of damage varies
. Some industries can handle higher levels
. Some fast food chains=over 300% (4 month average)
. Yet still some of the most successful in the world
. Professional services organisations rely on person
. Turnover of 10% and would cause damage

Question 8

Positives on staff turnover

Answer 8

. Avoid staff becoming stale and stunted
. New leadership to drive change
. New ideas and experiences
. More dynamic
. Managers can control labour costs- don’t have to hire until ready
. Keep redundancy bills low
. Functional rather than dysfunctional

Question 9

Negative of staff turnover

Answer 9

. Advertising for replacement 
. Selection process 
. Induction 
. Training 
. Poorer initial performance 
. Human capital as lost resource 
. Time and money invested 
. Work for competitors

Question 10

Common reasons for leaving

Taylor 2002

Answer 10

. push more than pull
. Pay less of a factor than expected
. Dissatisfaction with their work conditions
. Lack of career development opportunities
. People leave managers, not organisations

Question 11

Why do people stay

Samuel & chipunza (2009)

Answer 11

. Talked to long serving staff
. Training and development 
. Challenging and development 
. Freedom for innovative thinking 
. Job security

Question 12

Pay

Answer 12

Those with better reward packages have lower attracting rates (gerhert, 2009)

. May people use pay as primary weapon
. Pay is less important than other reasons
. Pay is less important that other reasons
. Pay as a satisfied
. “While challenging work will compensate for pay, pay will never compensate for having to do boring work (sturges and guest ,1999)

Question 13

Managing expectations

Answer 13

. Realistic job preview
. High hopes dashed by reality
. Balance needed at recruitment stage
. Positive and attractive but realistic and not misleading
. Importance of work experience and internships

Question 14

Induction

Answer 14

. Easy to overlook
. Helps people work effectively as soon as possible
. Understand basic, how the role fits
. Information on organisations strategy and aims can be transmitted
. Cultural messages/expectations
. Psychological contract

Question 15

Branham

7 hidden reasons

Answer 15

. Job not living up to expectations
. Mismatch between person and job
. Too little enhancement opportunity
. Devalued and unrecognised
. Stress from overwork /work-life imbalance
. Loss of trust and confidence in leaders

Question 16

How do you keep people

Answer 16

. Kim (2012) = cost associated with loosing high value assets (such as employees) has caused organisations to identity and implement specific practices to ensure employee retention
. The events and leisure industry is unique and it is dependent on ‘human capital’ - retention is unique in this industry

Question 17

Understanding why people work

Reade,2003

Answer 17

1. enjoyment
2. Friendly colleagues
3. Earning enough
4. Passion for the industry
5. Good location
6. Social life

Question 18

Improving quality of line management

Answer 18

. Most effective way of reducing turnover is to address management performance
. Management is difficult
. Select managers based on supervisory capabilities
. Training of managers in supervision
. Appraisal of managers

Question 19

Training and development

Answer 19

. Debate
. Training increases commitment vs training makes people more employable else where
. Type, source and funding employee feel valued (CPD)

Question 20

Family friendly HR practices

Answer 20

. 5-10% of people leave for family or personal reasons
. US - 33% woman left to devote time to family, only 1% men
. U.K.- 21% of workers leave to have or look after children
. Employment can be more ‘family friendly’
. Mat leave, career breaks, jobs here, flex time, child care