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Employee turnover is expensive.

While some turnover can be expected, poor management


can cause the normal turnover to climb to an excessive level. According to the U.S. Bureau
of Labor Statistics, turnover can cost an organization 33 percent of an employee’s total
compensation, including wages and benefits. The impact, however, is not only financial; it
also adversely affects employee morale. Although hard to quantify, poor morale results in a
domino effect that negatively impacts efficiency and effectiveness.

Obviously, it’s important for organizations to reduce turnover rates. However, in order to
reduce these rates, organizations must first understand the main reasons employees leave for
other positions. Good people don’t leave good organizations—they leave poor managers!

Good employees quit for many reasons. The following is a list of what might be considered 12
reasons for employee turnover.

1. Rude behavior. Studies have shown that everyday indignities have an adverse affect on
productivity and result in good employees quitting. Rudeness, assigning blame, back-biting,
playing favorites and retaliations are among reasons that aggravate employee turnover.
Feeling resentful and mistreated is not an enticement for a good work environment.
2. Work-life imbalance. Increasing with economic pressures, organizations continue to demand
that one person do the work of two or more people. This is especially true when an
organization downsizes or restructures, resulting in longer hours and weekend work.
Employees are forced to choose between a personal life and a work life. This does not sit well
with the current, younger workforce, and this is compounded when both spouses or
significant others work.
3. The job did not meet expectations. It has become all too common for a job to significantly
vary from the initial description and what was promised during the interviewing stage. When
this happens it can lead to mistrust. The employee starts to think, “What else are they not
being truthful about?” When trust is missing, there can be no real employee ownership.
4. Employee misalignment. Organizations should never hire employees (internal or external)
unless they are qualified for the job and in sync with the culture and goals of the
organization. Managers should not try to force a fit when there is none. This is like trying to
force a size-nine foot into a size-eight shoe. Neither management nor employee will be
happy, and it usually ends badly.
5. Feeling undervalued. Everyone wants to be recognized and rewarded for a job well done.
It’s part of our nature. Recognition does not have to be monetary. The most effective
recognition is sincere appreciation. Recognizing employees is not simply a nice thing to do
but an effective way to communicate appreciation for positive effort, while also reinforcing
those actions and behaviors.
6. Coaching and feedback are lacking. Effective managers know how to help employees
improve their performance and consistently give coaching and feedback to all employees.
Ineffective managers put off giving feedback to employees even though they instinctively
know that giving and getting honest feedback is essential for growth and building successful
teams and organizations.
7. Decision-making ability is lacking. Far too many managers micromanage to the level of
minutia. Micromanagers appear insecure regarding their employees’ ability to perform their
jobs without the manager directing every move. Organizations need employees to have
ownership and be empowered! Empowered employees have the freedom to make
suggestions and decisions. Today “empowerment” seems to be a catch-all term for many
ideas about employee authority and responsibility. However, as a broad definition, it means
an organization gives employees latitude to do their jobs by placing trust in them. Employees,
in turn, accept that responsibility and embrace that trust with enthusiasm and pride of
ownership.
8. People skills are inadequate. Many managers were promoted because they did their jobs
very well and got results. However, that doesn’t mean they know how to lead. Leaders aren’t
born—they are made. People skills can be learned and developed, but it really helps if a
manager has a natural ability to get along with people and motivate them. Managers
should lead by example, reward by deed.
9. Organizational instability. Management’s constant reorganization, changing direction and
shuffling people around disconnects employees from the organization’s purpose. Employees
don’t know what’s going on, what the priorities are or what they should be doing. This causes
frustration leading to confusion and inefficiencies.
10. Raises and promotions frozen. Over the years, studies have shown that money isn’t usually
the primary reason people leave an organization, but it does rank high when an employee
can find a job earning 20 to 25 percent more elsewhere. Raises and promotions are often
frozen for economic reasons but are slow to be resumed after the crisis has passed.
Organizations may not have a goal to offer the best compensation in their area, but if they
don’t, they better pay competitive wages and benefits while making their employees feel
valued! This is a critical combination.
11. Faith and confidence shaken. When employees are asked to do more and more, they see
less evidence that they will ultimately share in the fruits of their labor. When revenues and
profits increase along with workload, organizations should take another look at their overall
compensation packages. Employees know when a company is doing well, and they expect
to be considered as critical enablers of that success. Organizations need to stop talking
about employees being their most important asset while treating them as consumables or
something less than valuable. If an organization wants empowered employees putting out
quality products at a pace that meets customer demand, they need to demonstrate
appreciation through actions.
12. Growth opportunities not available. A lot of good talent can be lost if the employees feel
trapped in dead-end positions. Often talented individuals are forced to job-hop from one
company to another in order to grow in status and compensation. The most successful
organizations find ways to help employees develop new skills and responsibilities in their
current positions and position them for future advancement within the enterprise. Employees
who can see a potential for growth and comparable compensation are more inclined to
stay with an organization

As managers, we can spend time arguing whether these are the most important reasons
good employees quit…or we can find ways to entice them to stay! iBi
Here are the main reasons of employee turnover.
 Lack of vision: Initially, no employee cares about the company's profit but about their personal
interest and gains. These shortsighted employees come with high expectations without realizing
that the process would take some time. Therefore, they tend to change jobs.
 Salary scale: This is the common reasons why the employee turnover rate is high. Employees are
for sure in search of jobs that pay them well. When employees are underpaid, they tend to look out
for jobs that offer considerable pay.
 Work environment: Work environment is also the main cause for employee turnover. Every
employee would want to work in the environment that he is comfortable in. This is one such
reasons why employees jump from one company to another in a just a couple of months.
 Paucity of motivation: Employees who leave due to lack of motivation are not among those who
look forward for a pat on their back, but those who would want to know if their work adds value
to the company's growth.
 Growth policies: This is the prime reason why employees quit their job. Employees always look
up for potential opportunities for advancements and promotions.
 No employee engagement: Employee engagement is one of the important motivator. Employees
would be happy to be a part of the company's ups and downs, and therefore they should be kept
posted with all the happenings in the organization.

Excessive workload

Salary scale

Work environment

Feeling undervalued
-

Causes of Absenteeism in the Workplace


It’s a mistake to think that absenteeism is always a product of laziness or employees who try to get out of work
whenever they can. There can be many underlying causes that are more to do with your workplace than with the
employees themselves. Here are nine of the most common.
Illness or Injuries
Sometimes, absences are unavoidable due to illnesses or injuries. The problem comes in when employees fail to
let management know they won’t make their shift. Whether they report their absence hours after their shift has
started or not at all, it’s important to realize that this is often a situation that can be easily resolved.
By utilizing a system where employees can easily communicate with the HR team that they will be late or absent,
employees will be more likely to report their status as soon as they know it. This allows your HR team to fill holes
and cover shifts promptly.

Bullying
Do you have a bullying or harassment problem? You might not realize that your absenteeism problem is actually
a symptom of something much worse. Employees avoid work when they’re being harassed for the same reason
that kids skip school when being bullied.
Make sure you have an open-door policy and encourage employees to report any harassment incidents. You
should also try to be a part of your work environment instead of shutting yourself in an office. This allows you to
identify issues that could otherwise stay hidden.

Disengagement
Employees who are not committed to their jobs tend to find excuses not to come in. Disengagement comes in
many forms. It can be due to lack of respect for management or feelings of unfair treatment. It can also be due to
lack of feedback from managers or a perceived lack of freedom or flexibility.
While some engagement issues are simply due to the wrong people in the wrong position, many can be solved
with tools that empower and recognize employees.

Low Workplace Morale


No one wants to come into a work environment where conflict is rife. The importance of maintaining good
employee morale in your organization cannot be stressed enough. Treating employees with respect and giving
them freedom to make decisions is the backbone of a healthy work environment.
Once this standard has been set, you can explore other ideas such as paid time off, workplace ‘fun days’, or
other events to boost morale. Keep dialogue open and ask for feedback to get more ideas from your team.

Child or Elder Care Issues


Employees who struggle with child or elder care issues may find it difficult to make it into work on time or give
advanced notice when they need to take time off. Consider implementing flexible work schedules so these
employees can work from home or come in earlier in the morning to make up time and get their work done. Put a
system in place where these employees can easily communicate their schedules to HR managers and keep
everyone in the loop.
Stress
Stress can lead to a number of problems. Employees who are under extreme stress due to work or personal
reasons get sick more often, may have poor morale, and they are more likely to quit without notice.
While you cannot mitigate all of the stress your employees might have, you can put systems in place to
help. Absence management solutions can help your HR team identify workers who may be racking up too much
overtime or engaging in other stressful behaviors. This allows you to change their schedules or bring them in for
a meeting before the situation gets out of control.
Burnout
Do you have workaholic employees? Can you recognize and mitigate this behavior before it leads to burnout?
Keep track of employees who constantly work late or take extra shifts and make adjustments before they crash.
Time Theft
Absenteeism isn’t necessarily missing full days of work. Coming in late, leaving early, or taking extended breaks
can also cost your business money. Give your HR team the tools they need to track and manage these abuses of
time before they become bigger issues.

Lack of Flexibility
Employees who value flexibility tend to rebel when they are not able to manage their schedules in a way that
works for them. These employees may react by purposefully coming in late or abusing breaks. Provide these
employees the flexibility they thrive on and you can reduce their instances of absence.
Don’t let employee absenteeism cost your business time and money. By identifying the causes that are often
behind absenteeism, you can put tools in place to create a healthier workplace and happier workers.
Causes of Absenteeism
People miss work for a variety of reasons, many of which are legitimate, but some of which are not.
Some of the common causes of absenteeism include (but are not limited to):

 Bullying and harassment - Employees who are bullied or harassed by coworkers and/or
bosses are more likely to call in sick to avoid the situation.

 Burnout, stress and low morale - Heavy workloads, stressful meetings/presentations and
feelings of being unappreciated can cause employees to avoid going into work. Personal
stress (outside of work) can lead to absenteeism.

 Childcare and eldercare - Employees may be forced to miss work in order to stay home and
take care of a child/elder when normal arrangements have fallen through (for example, a sick
caregiver or a snow day at school) or if the dependent is ill or hurt.

 Depression - According to the National Institute of Mental Health, the leading cause of
absenteeism in the United States is depression. Depression can lead to substance abuse if
people turn to drugs or alcohol to self-medicate their pain or anxiety.

 Disengagement - Employees who are not committed to their jobs, coworkers and/or the
company are more likely to miss work simply because they have no motivation to go.

 Illness - Injuries, illness and medical appointments are the most commonly reported reasons
for missing work (though not always the actual reason). Not surprisingly, each year during the
cold and flu season, there is a dramatic spike in absenteeism rates for both full-time and part-
time employees.

 Injuries - Accidents can occur on the job or outside of work, resulting in absences. In addition
to acute injuries, chronic injuries such as back and neck problems are a common cause of
absenteeism.

 Job hunting - Employees may call in sick to attend a job interview, visit with a headhunter or
work on their résumés/CVs.

 Partial shifts - Arriving late, leaving early and taking longer breaks than allowed are
considered forms of absenteeism and can affect productivity and workplace morale.

Read more: The Causes And Costs Of Absenteeism


Investopedia https://www.investopedia.com/articles/personal-finance/070513/causes-and-costs-
absenteeism.asp#ixzz538lHhVKA
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Questionnaire
Format for
Absenteeism of
Employees
Below is the
questionnaire format to
find out the reasons of
absenteeism of
employees at Agron
Remedies Pvt. Ltd.
Personal Information
Name (Optional)
………………………………
……………………………

Age…………………………
. Sex……………………….
.……

1) For how
many years you are w
orking with AGRON
REMEDIES Pvt. Ltd.?
(a) 0-1 yr (b) 1-
2 yr(c) 2-5 yr (d) < 5 yr
2) How
often you remain
absent in a month?
(a) Nil (b) Once(c)Twic
e (d) < Twice
3) According to you
what is the main
reason for
employees absent?
(a) Health problem /
domestic reasons (b)
Stress(c) Work dissatis
faction (d) Working env
ironment
(e) Others (Please
Specify)…………………
…………………………..

4) Your views
regarding the present
Absenteeism Policy
of AGRON REMEDIES
Pvt. Ltd.?
(a) Excellent (b) Good(
c) Fair
(d) Don’t know

5) Are you clear


about your work / job
responsibilities?
(a) Well clear (b) Good
(c) Fairly clear
(d) Don’t know

6) Are you satisfied


with your work?
(a) Well satisfied (b) G
ood(c) Fair (d) Not sati
sfied
7) Your views
regarding the
working environment
of AGRON REMEDIES
Pvt. Ltd. & work
place?
(a) Excellent (b) Good(
c) Fair (d) Poor
8) How are
your relations with
your superiors / co-
workers?
(a) Excellent (b) Good(
c) Fair (d) Poor
9)
Your superior’s
behaviour towards
your problems?
(a) Excellent (b) Good(
c) Fair (d) Poor
10) Your views
regarding the
facilities provided to
you by AGRON
REMEDIES Pvt. Ltd.?
(a) Excellent (b) Good(
c) Fair (d)