I just purchased emergency travel insurance from a particular company for one simple reason. They answered their phone on the first ring.

They didn’t make me listen to a recording saying a few throwaway lines like, “Your call is important to us. Due to a rise in the volume of calls, our wait times have increased.”

(Let’s not kid ourselves…your employee turnover is high, and you can’t find people who are willing to work for you, which is why your wait times have increased.) But I digress.

I didn’t even bother to shop around for a better rate. Here’s why.

If I have an emergency, and I need to use this service, I’m confident a real person will quickly answer the phone and assist me.

Can you offer the same assurance to your customers?

How much business is your company losing due to high employee turnover and poor service? My guess is a ton.

The True Cost of Employee Turnover

Companies know replacing an employee costs considerable time, energy, and lost productivity, but few can put a dollar figure on the actual cost.

Lack of hard data means investments in retention and recruitment programs are placed on the back burner.

Cost of turnover estimates for a single position range from 30 percent of the yearly salary for hourly employees (Cornell University) to 150 percent, as estimated by the Saratoga Institute.

The McQuaig Institute puts this into terms that most of us can relate to. A fast-food restaurant must sell 7,613 children’s combo meals at $2.50 each to recoup the cost of losing just one crew member. To recoup the cost of losing just one salesclerk, a clothing store must sell almost 3,000 pairs of khakis at $35.

How many of your products or services must you sell to make up for one employee?

These examples represent the cost of turnover, which encompasses replacement costs, training costs, separation costs, and lost productivity.

You may be thinking that positions in your company are considerably more sophisticated than those found in fast food restaurants or retail organisations and that it’s impossible to come up with a number.

But even an approximate number is better than no number at all.

Calculating your cost of turnover

Calculating your cost of turnover is simpler than you think. Begin here:

Make a list of everyone who has left your organisation this year and using the information below, calculate how much the loss of each employee has cost your organisation.

If you want to capture a full year’s worth of information, consider capturing the data for those who left the company the previous year as well.

The business costs and impact of employee turnover can be grouped into four major categories:

1. Costs due to a person leaving;
2. Hiring costs;
3. Training costs, and;
4. Lost productivity costs.

Costs due to a person leaving

Once an employee has announced their resignation, they have begun to transition out of the company. While working out their notice period, their full attention is no longer on your business. Others in the organisation are picking up their slack, which prohibits them from giving full attention to their own jobs. In addition, consider the following costs:

• Employees who fill in for the person who leaves before a replacement is found;
• Adding temporary help using consultants to fill in while the you recruit for the position;
• A manager/executive conducting an exit interview to determine what work remains, how to do the work, why they are leaving, etc.;
• The training the company has invested in this departing employee; the cost of lost knowledge, skills and contacts of the departing employee, and;
• Lost customers the departing employee is taking with them (or that leave because service is negatively impacted).

Hiring Costs

You might be lucky and find a candidate on a free website, but most likely you will need to advertise elsewhere. Consider the following hiring costs:

• The cost of advertising, internet posting, employment agencies, search firms, employee referral awards;
• Increase in starting pay as salaries have risen since you last hired, bringing everyone else in the department up to market rates;
• Time spent screening resumes, arranging interviews, conducting interviews (by both HR and upper management), checking references and notifying candidates who were not awarded the job;
• The use of assessment testing, background checks, drug screening (usually done on more than one candidate), and time spent interpreting and discussing results, and;
• Time spent assembling and processing all the new hire paperwork, explaining your employee benefit programs, and entering the necessary data to ensure the employee receives a pay check.

Training costs

It would be nice if employees could integrate into their organisations without any training, but usually this is not the case. Things are done differently in every organisation, so factor in the following costs:

• New employee orientation or onboarding;
• Specific training for the person to do their job, such as computer training, product knowledge, company systems, and;
• Time spent by others to train this person and money spent on outside training to ensure they can do their jobs.

Loss of productivity costs

Because new employees do not enter the organisation completely trained, it will take time before they are fully productive. Factor in the following productivity costs:

• During this time, the person’s manager is also spending more time directing, reviewing work, and possibly fixing mistakes. (Errors will be made that are not caught right away and will cost money to correct down the line. A customer who receives an incorrect price or an incorrect shipment due to the new employee’s lack of experience, etc);
• Add loss of goodwill as you scramble to preserve your relationship with your valued customer or client, and;
• Employee morale plummeting as overworked employees assume responsibility while the new hire is being trained.

Now that you’ve closely examined the costs associated with each person leaving, you can then plug this information into a spreadsheet to determine the real cost of employee turnover in your organisation.

Your Assignment

List the people in your organisation who’ve recently left. Next, jot down how much you think this loss will cost your organisation. Calculate the actual cost of this employee leaving, based on the guidelines I’ve provided above.

How’d you do? Were you close or very far off in terms of your guess? Are you in better shape than you thought? Or is it time for an intervention? Need some help? Let’s schedule a call.

Given the high costs involved and the impact on productivity and customer retention, a well thought-out retention program can easily pay for itself over and over again and is certainly worth further consideration.

© 2021, Matuson Consulting. All Rights Reserved.

Roberta Matuson, The Talent Maximizer® and President of Matuson Consulting, helps organisations achieve dramatic growth and market leadership through the maximisation of talent. She’s the author of six books including Evergreen Talent: A Guide to Hiring and Cultivating a Sustainable Workforce, and the newly released, Can We Talk? Seven Principles for Managing Difficult Conversations at Work  Sign up to her free newsletter, The Talent Maximizer®. Follow her on Twitter.

The post The True Cost of Employee Turnover: It’s Way More Than You Think appeared first on Recruitment Marketing.

In any organisation, engaged people are usually loyal to their teams and manager, and make meaningful contributions their the quality of your service and deliverables. So, can high turnover be a good thing?

As Eve Ash reporting for Smart Company explains, “paradoxically, there’s something to be said for companies where there’s high staff turnover. Maybe some companies are such great places to work that employees feel ready to move on, and indeed do so.”

Some leaders believe that high turnover is an indicator that things in the organisation are going badly, and replacing and training new hires is expensive.

But what if you used high turnover to understand areas in your organisation that need attention, the changes that need to be made and how to streamline your processes. You can also use it as an opportunity to inject new talent and skills into your existing teams.

Here are some strategies to make the most of high turnover.

Use exit interviews to your advantage

“If exit interviews are handled correctly, a departing employee feels free to highlight the positives and negatives of working at your organisation and in turn, based on their feedback, you can improve the workplace’s internal dynamics and practices. Exit interviews thus become a chance for both parties to be refreshingly honest, instead of lying through their teeth to be free of each other.”

Beware: do your exit interviews reveal any patterns? Make sure there are no toxic types buried in your existing teams that are causing your attrition rate.

Harness the value of fresh talent

Not every hire will be perfect. Sometimes people are lacking in certain skills or cultural fit. Perhaps they stop enjoying their roles and become complacent. Their departure represents an opportunity for you to bring new talent in and take advantage of fresh skills and perspectives.

Review and implement effective performance management

High turnover may indicate you are not making the most of your performance management processes. Use this as motivation to review your current process, and implement an effective performance management strategy.

“Your performance management strategy should include:

• performance goal-setting — encouraging individuals to set their own goals;
• establishing agreed timelines and expected outcomes;
• day-to-day feedback amongst team members and managers;
• structured induction;
• targeted skills training;
• ongoing professional development;
• coaching; and
• periodic career conversations.

“It is not enough to simply attract good talent — they must remain engaged, challenged and given opportunities to develop. A two-way culture of giving and receiving feedback must be encouraged so staff feel confident to be able to give their managers feedback and be heard.”

Use turnover as motivation to stay competitive

Feel secure in the knowledge that employee poaching occurs regularly and letting people go is a natural recurrence too. When people stop performing or start to display a lack of motivation and engagement, a candid, but caring, talk may assist them in finding another career pathway that suits their interests, skills and abilities.

“Your ‘loss’ therefore can be another’s ‘gain’.”

“When it comes to employee turnover, don’t be like a great many companies that throw proverbial babies out with the bathwater. Develop a vision that takes into account the market’s realities and individual needs of both the company and its people.”

Source

High staff turnover – good or bad?

Eve Ash

Smart Company  

The post Is high turnover good or bad? appeared first on Recruitment Marketing.