Over the past 2 years turnover at your organization has increased from 15% to 25% annually. Projections
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Over the past 2 years turnover at your organization has increased from 15% to 25% annually. Projections show that turnover will likely climb another 5% to 10% this year. Initially, the sentiment was that fear caused by COVID was the reason for this increase. However, exit interviews and internal surveys revealed the following common themes:
- Short staffing has created a sense of burnout.
- People are looking elsewhere for a job.
- Frustration over people calling in absent for their shifts or not answering their phones to help cover open shifts.
- Feelings of helplessness are high.
- Leadership communication is poor.
- Departments feel like there are generational cliques causing issues.
- Communication between departments is poor and information between shifts is not being shared in a timely manner.
As the HR leader of the organization, you have been tasked to present to the CEO this information and a plan to reduce turnover.
- Present an overview of common themes that are causing turnover, or turnover intentions.
- Explain the observable behaviors in the organization that are causing concern.
- Identify a theoretical connection that explains how the behaviors of concern are impacting organizational outcomes, including turnover, and turnover intentions.
- Create three initial development efforts that should be implemented to address the behavior concerns.
- Explain how addressing the behavior concerns will improve organizational outcomes.
- Propose next steps to begin planning
Related Book For
Management Accounting Information for creating and managing value
ISBN: 978-1760420406
8th edition
Authors: Kim Langfield Smith, David Smith, Paul Andon, Ronald Hilton, Helen Thorne
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