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The Impact of Strategic Human Resource Management at Collective Solution BPO Ltd. in

Jamaica on Employee Attrition (January 2020 – June 2022): A Case Study.

Submitted by: Jodi-Ann Sonieka Watt

THE UNIVERSITY OF THE WEST INDIES

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Table of Contents

List of Tables...................................................................................................................................7

Abstract............................................................................................................................................9

Chapter 1: Introduction to the Study.............................................................................................10

Introduction................................................................................................................................10

Background of the Study............................................................................................................11

Problem Statement.....................................................................................................................13

Purpose of the Study..................................................................................................................15

Research Questions....................................................................................................................16

Advancing Scientific Knowledge and the Significance of the Study........................................16

Rationale for Methodology........................................................................................................18

Nature of the Research Design for the Study.............................................................................21

Assumptions, limitations, delimitations.....................................................................................25

Assumptions...........................................................................................................................25

Limitations..............................................................................................................................26

Delimitations..........................................................................................................................28

Summary and Organisation of the Remainder of the Study......................................................28

Chapter 2: Literature Review.........................................................................................................30

Introduction................................................................................Error! Bookmark not defined.

Literature Search Strategy..........................................................................................................31

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Theoretical Foundation..............................................................................................................31

Review of Literature..................................................................................................................33

Factors Affecting the High Levels of Attrition......................................................................33

Defining Attrition.......................................................................................................................34

Types of Attrition...................................................................................................................35

Causes of High or Low Attrition................................................................................................37

Attrition Cost..........................................................................................................................39

Strategic Human Resource Management and its Distinction from Traditional Administrative

Human Resource Management..................................................................................................40

The Evolution of CS- SBY's Human Resource Specialists in Order to Protect Employees'

Rights in a Constantly Changing Sector.................................................................................41

Advantages and the Liability Associated with Employee Relations on Employee Retention...42

Employee Satisfaction and Well-being are Sufficiently Addressed Through Current

Strategies................................................................................................................................43

Human Resource Policies and Guidelines (Standard Support) That Promote Employee

Equality, Equity, Professional Growth, and Employee Development...................................45

Effects of Good Human Resources Ethics on Employee Commitment & Performance.......48

Summary....................................................................................................................................49

Chapter 3: Methodology................................................................................................................51

Introduction................................................................................................................................51

Statement of the Problem...........................................................................................................51

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Research Questions....................................................................................................................52

Research Methodology..............................................................................................................52

Research Design – Case Study...................................................................................................55

Location of the Study.............................................................................................................56

Gaining Entry.........................................................................................................................57

Population and Sample Selection...............................................................................................58

Trustworthiness..........................................................................................................................60

Credibility...............................................................................................................................60

Transferability........................................................................................................................60

Dependability.........................................................................................................................61

Confirmability........................................................................................................................61

Validity.......................................................................................................................................61

Reliability...................................................................................................................................62

Data Collection and Management..............................................................................................62

Sampling - Tools and Techniques..........................................................................................63

Methods of Data Collection - Tools and Techniques.............................................................63

Data Analysis Procedure............................................................................................................65

Constant Comparative Analysis (the Type of Data Analysis Tool).......................................66

Ethical Considerations...............................................................................................................68

Confidentiality........................................................................................................................68
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Ensuring Adherence to Informed Consent.............................................................................69

Do-no-harm............................................................................................................................69

Limitations.................................................................................................................................69

Delimitation...............................................................................................................................70

Summary....................................................................................................................................71

Chapter 4: Presentation of Finding and Data Analysis..................................................................73

Overview of Data Analysis Process...........................................................................................73

Records Analysis........................................................................................................................74

Survey Analysis.........................................................................................................................77

Analysing the Interviews...........................................................................................................81

Theme: Reasons for Attrition at CS-SBY..............................................................................81

Theme: How to Lessen Employee Attrition at CS-SBY........................................................81

Theme: Retaining Employees................................................................................................83

Chapter 5: Discussion....................................................................................................................88

The factors affecting the high level of attrition at Collective Solution BPO Ltd......................88

The Link between Strategic Human Resources Management and CS-SBY Attrition...........88

Strategic human resource management impacting employee retention.....................................90

The impact of Strategic Human Resource Management on employee retention...................90

Chapter 6: Recommendation and Conclusion...............................................................................94

Recommendation - The Win-Win-Win Model (Papakonstantinidis, 2019)..............................95

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Short Term Mitigation Plan....................................................................................................96

Short Term Contingency Plan................................................................................................96

Long Term Mitigation Plan....................................................................................................97

Long Term Contingency Plan................................................................................................97

Conclusion.................................................................................................................................98

Reference.....................................................................................................................................100

Appendix A – Request for Site Authorisation.............................................................................105

Letter to the Director of Site Operation...................................................................................105

Letter to the Director of Global Human Resource...................................................................107

..................................................................................................................................................107

Appendix B. Informed Consent...................................................................................................109

Survey Questionnaire...............................................................................................................111

Elite Interview Script...............................................................................................................112

Focus Group Script..................................................................................................................122

CS-SBY Separation List..........................................................................................................135

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List of Tables

Table 1. Why Qualitative Research for this Study? ………………………………………………..

Table 2. CS-SBY’s Human Resource Population and Sample Size ……………………………….

Table 3. CS-SBY’s Attrition Figures (January 2020 – June 2022) ……………………………….

Chart 1. CS-SBY’s Separation Chart January 2020 to June 2022 …………………………………

Chart 2. Voluntary Attrition Break-down for January 2020-June 2022 …………………………...

Chart 3. Involuntary Attrition break-down for January 2020-June 2022 ………………………….

Chart 4. Reasons for Voluntary Attrition (January 2020-June 2022) ……………………………...

Chart 5. Reasons for Involuntary Attrition (January 2020-June 2022) ……………………………

Chart 6. Do you know the difference between traditional human resources management and

strategic human resources management? …………………………………………………………..

Chart 7. Do you believe strategic human resource management is important to the continued

success of Collective Solution BPO Ltd.? …………………………………………………………

Chart 8. In your estimation, does strategic human resource management has an impact on

employee retention? ………………………………………………………………………………

Chart 9. Do you believe the Collective Solution’s practice of strategic human resource

management has establish and sustain a positive work environment? ……………………………

Chart 10. Is the HR department vigilant about policy enforcement, while ensuring that policies

and procedures are understood by all employees? …………………………………………………

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Chart 11. Do you believe that Collective Solution BPO Ltd. Is sensitive to people of all colour,

race, religion, background and sexual orientation? ……………………………………………….

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Abstract

This research paper posits that attrition in the business process industry is one of the most

serious concerns confronting Jamaica's developing economy. It is unknown to what degree

Collective Solution BPO Ltd.'s strategic human resource management contributes to the high

incidence of attrition. The report offers recommendations to alleviate the "problem" while

drawing conclusions. Attrition, alternatively referred to as staff turnover, employee attrition, or

employee defection, is a business term used to describe the loss of employees or labour. Human

resources are no longer a backroom or support position; they are crucial to a company's strategy.

This study investigated the strategic management of people in a single Jamaican business process

outsourcing (BPO) organisation.

The research used qualitative case study methodology, which attempts to get a better

understanding of a subject by examining the knowledge and perspectives of certain respondents

or subgroups. Ethical issues in research are critical to ensure the qualitative process is

trustworthy. The Researcher thought about several ethical issues at different points in the

process. The data in this research was analysed qualitatively, with an emphasis on deriving

meaning from participants' lived experiences. CS-SBY SHRM believes the HR department must

comprehend the company's strategic goals. HR initiatives must also be developed in accordance

with the organization's overarching goals. The research uses the Win-Win-Win concept by

Papakonstantindis (2019) which is founded on the notion of contingencies and mitigation and is

recommended as a model to lower employee attrition.

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Chapter 1: Introduction to the Study

Introduction

During this period dubbed the ‘Great Resignation’ (Birinci & Amburgey, 2022;

Elhefnawy, 2022; Faccini et al., 2022; Sheather & Slattery, 2021), attrition is a pervasive

phenomenon that affects every organisation; the extent to which attrition affects each sector

varies according to the organisation’s ability to manage staff turnover rates. Additionally, not

only does attrition degrade service quality, but it also leads to increased training and

development costs, which has a detrimental effect on the organisation's overall performance

(Hom et al., 2019). Numerous firms are experimenting with unique strategies for reducing

attrition. Businesses in both the hospitality and business process outsourcing industries are trying

new things to keep employees from leaving, like setting up a healthy work environment,

promoting the company's brand, and giving employees more time off (Jain, 2020).

Doz (2020) defines strategic management as the set of managerial decisions and actions

that affect a business's long-term performance. Boon et al. (2017) takes a similar stance, defining

strategy as the course of action adopted by a firm in order to improve its performance. Strategic

human resources is responsible for connecting human resource strategies and practises with

corporate strategy (Al-Tarawneh, 2020). In this function, the human resources professional acts

as a strategic partner, assisting in the achievement of company initiatives. There are three

methods for translating corporate strategy into human resource practises that benefit a company.

The firm may adapt—the period between strategy creation and implementation is reduced.

Second, since the business's customer service strategy has been converted into rules and
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procedures, it can better satisfy consumer requests. Third, by more effectively executing its plan,

the firm's financial performance may improve (Nishii & Paluch, 2018).

Human resource experts and practitioners have shifted their focus over the past decade to

crucial concerns linked to employee dissatisfaction (Hom et al., 2019). To begin with, an

organisation's human resource management strategy should be purposeful since it is the method

through which the organisation's human resource framework is achieved. A more evolved

organisation is more likely to take a strategic approach to human resource management. This is

due to the acknowledgement of the need to investigate the relationship between strategic human

resource management and a certain set of external and internal features or circumstances.

Consequently, this study attempts to determine the elements that lead to high attrition

rates and their relationship to strategic human resource management. This chapter summarises

the research's background, purpose, and significance. Additionally, this chapter outlines a

problem statement, the research questions addressed, and the methodology utilised to collect data

to address these issues.

Background of the Study

As posited by Hom et al. (2021), business process outsourcing has evolved into a worldwide

imperative for organisations seeking to maintain their competitive edge. Corporations and

government agencies worldwide are outsourcing their needs to service providers based inside or

beyond national borders. Jamaica has established itself as a prominent location for nearshore

outsourcing. This has been made feasible by the availability of a highly qualified workforce with

English as the official language, as well as through the use of IT infrastructure and cost arbitrage.

Employees are the most valuable resource accessible to any business on the planet. Collective

Solution BPO Ltd. puts a priority on cultivating and sustaining an environment conducive to the
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generation of new ideas and creativity, the cycle of brainstorming and evaluating, and the sharing

of ideas through employee cooperation. The company's purpose has been to optimise human

capital—to discover their worth in their employees' accomplishments. It is critical to recognise

and acknowledge that staff success, growth, and development all contribute to the enhancement

of their consumers.

Staff turnover has become a concern for many firms in the contemporary generation (the

great resignation), regardless of the nature of the employment. The expenses associated with this

turnover have an effect not just on enterprises but also on employee morale. Prior studies have

explored the expenses associated with an employee's voluntary departure from a business (Jain,

2020; Priya et al. 2019). A survey of the literature revealed how several scholars have recognised

numerous explanations for the rising issue of attrition and how many have even proposed

strategies to counteract it (Sengupta, 2018). Numerous scholars (Al-Tarawneh, 2020; Boon et.

al., 2017; Doz, 2020; Hom et. al. 2019, Radhesham, 2018) have also conducted studies in a

variety of disciplines, including human resource management methods and practises, job

satisfaction, and burnout prevention. However, no systematic and complete study has been

discovered that integrates all the components of attrition, retention, employee motivation, and

participation to tackle today's most vexing issue, attrition (Priya et al. 2019). Additionally, past

research and focus group interviews (Jain, 2020; Pryria et al., 2019; Sengupta, 2018) conducted

for the pilot survey revealed that reduced attrition does not necessarily imply greater retention.

Attrition may be reduced if unfavourable employment features are addressed. That is not to say

that workers' desire to remain with the same business increases (Cpa, 2021).

Collective Solution BPO Ltd. began operations in the Philippines in 2002 under the name CA

Telemarketing Inc., or CTI. They launched a second location in Honduras in 2010. They were so
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taken with the concept of issue solving that in 2013, the management team renamed their firm

Collective Solution. Collective Solution BPO Ltd. is a global business process outsourcing firm.

When Collective Solution entered the Jamaican market in 2016, it encountered numerous

difficulties, including an inability to retain its best employees due to an inefficient human

resource team, which was a direct result of operations in the Philippines and Honduras, where

labour is cheaper and employee expectations appear to be lower. The Jamaican market's western

culture proved to be a hurdle which required manoeuvring for success. This aforementioned

impediment is exacerbated by a high incidence of voluntary attrition. There is a need to ascertain

the causes behind Collective Solution BPO Ltd.'s high attrition rate, to identify the present

retention techniques in place, and to provide recommendations for the establishment of new

retention strategies based on the factors impacting retention. With an emerging sector such as

business process outsourcing in Jamaica, the relationship between attrition factors, types of

attrition, retention strategies, and strategic human resource management has not been clarified,

and thus the researcher is required to address the relationship between attrition and strategic

human resource management. As such, the focus of this research is to ascertain the influence of

each variable on the other.

Problem Statement

It is not known to what extent strategic human resource management at Collective

Solution BPO Ltd. contributes to the high level of attrition. Attrition is starting to have a

substantial impact on the return on offshore investment for Collective Solution. Similarly, to the

dotcom era's paucity of qualified professionals, enterprises in offshore nations such as

Jamaica are suffering from a comparable shortage (Hom et al., 2019). Skilled individuals change
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jobs often, bringing with them the client knowledge and technical experience that every business

needs. Their incomes continue to rise, as do their benefits and incentives.

Taking a thorough overview of the much-realised potential of Jamaica’s business process

outsourcing industry and the oncoming epidemic of attrition in this sector, the problem cannot be

disregarded completely. Employee drivers have been shown to be an effective approach for

addressing attrition in the industry (Radhesham, 2018). Collective Solution BPO Ltd. needs to

have a strategic plan and a new way of developing people at the same time in order to stop their

attrition rate from rising.

Any economy's progress is contingent upon industrial development, especially in a

tourism-dependent nation like Jamaica. Jamaica's investment policies have fostered the growth of

the business process outsourcing industry. Research conducted has been primarily focused on

attrition as a significant impediment to a business's growth. Specifically, recruitment and training

expenditures associated with replacing a position left vacant by a departing employee add up to

additional costs for the firm. The production loss during the time the post was vacant is

significant. After recruiting, it takes time for the new employee to get oriented, resulting in

decreased output. Continuous staff loss erodes the organization's reputation as a decent place to

work. Given the critical nature of attrition at Collective Solution BPO Ltd., the researcher

believes it is an appropriate area to investigate the correlation between attrition and strategic

human resource management.

In the past several decades, research (Jain, 2020; Sengupta, 2017) has focused on attrition

effects on the general employee population while providing techniques for combating them. This

technique may be motivated by researchers' desire to understand "why" an employee "might"

quit his/her job, but it ignores the workers who have already departed, and the data captured
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during exit interviews—which can only be viewed and shared by human resources professionals.

Due to the intense focus on employees' thoughts, research (Jain, 2020; Priya et al., 2020;

Sengupta, 2017) has failed to capture the perspectives of a company's specialised group (human

resources) responsible for developing policies and issuing guidelines pertaining to employee

recruitment and selection, employee relations, compensation, and benefits, learning and

development, employee performance management, and employee well-being. Additionally,

attrition from the viewpoint of the human resources staff is the most useful when researching a

problem such as attrition since it provides first-hand information from the group of specialised

professionals entrusted with employee retention as the most critical component of their duties.

An examination is required to comprehend the intricacies of attrition and its correlation to

strategic human resource management from the human resource professional perspective.

Purpose of the Study

To thrive in Jamaica's highly competitive business process outsourcing market, realism must

take precedence over theoretical considerations since staff turnover is one of the major, although

often undisclosed, expenses a company faces. Human resource responsibilities are changing

substantially because of technology advancements (Radhesham, 2018). As organisations and

their competitive strategies have become more knowledge-based, human resource performance

metrics in the Jamaican business process outsourcing industry have developed. Rashesham

(2018) states the focus has shifted from providing manpower and man-hours to producing

brainpower and brain-hours. The emphasis in this business has shifted away from quantity and

toward quality and productivity throughout the years. Competence is more critical than capacity,

as measured by available man-hours, lost hours, absenteeism, and other metrics.

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Historically, the bulk of studies on the link between human resource management and

organisational performance has focused on domestic operations in the United States, Europe, and

Asia (Jain, 2020). The study's primary objective is to investigate and grasp Collective Solution

BPO Ltd. human resource management. The core premise of this study is that Collective

Solution BPO Ltd. has a key role to play in the development of Jamaica's strategic human

resource management practises. This research critically investigate the strategic management of

people in a single Jamaican business process outsourcing (BPO) organisation, more particularly,

Collective Solution BPO Ltd. The study was focused on the ideal that Collective Solution BPO

Ltd. is crucial to the creation of universal norms of best practises in human resource

management, particularly in a burgeoning unregulated sector such as the BPIAJ/GSAJ in this

‘great resignation’ era.

Research Questions

Staff turnover (or attrition) and absenteeism are significant costs for most businesses. As a

result, it is mystifying that many businesses do not measure these variables or have goals or

strategies in place to eliminate them. Numerous businesses accept attrition as a cost of doing

business as a possible indicator of growing job mobility and diminishing employee loyalty, both

of which are to be feared. The issue is not one of staff quality or education; it is just attrition.

Attrition management must be looked at critically in Jamaican contact centres if a firm wants to

remain viable. The following research questions guided this qualitative study:

RQ1. What are the factors affecting the high level of attrition at Collective Solution BPO

Ltd.?

RQ2. How does strategic human resource management impact employee retention?
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Advancing Scientific Knowledge and the Significance of the Study

The preponderance of research in the business process outsourcing industry has been

undertaken in India and has concentrated on specific topics such as challenges, growth, and

possibilities, human resource systems, workplace stress, job satisfaction, and individual

performance. Similarly, while various academics have recognised numerous reasons contributing

to the growing problem of attrition, few have developed strategies for effectively combating it.

There has been no systematic and comprehensive research in Jamaica which combines all the

components of attrition, retention, employee motivation, and engagement in order to address

today's most perplexing problem, attrition (Priya et al. 2020).

The outcome of this research aided the researcher in broadening knowledge and

understanding of the relationship between strategic human resource management and employee

retention. The crucial information acquired in this study assisted the researcher in identifying

issues that may result in improved strategies and programmes aimed at increasing employee

retention. This research is intended to assist human resource professionals in the business process

sector in determining the reasons underlying employee turnover and identifying areas for

emphasis, thus facilitating the development and execution of programmes and strategies aimed at

reducing attrition. This study provides suggestions on how to strengthen the employee-employer

relationship in the Jamaican business process outsourcing industry. As a consequence of the

improvement brought about by the implementation of this research, this would contribute to the

betterment of the country's economic state. This research serves as a useful tool and reference for

scholars who want to do more relevant research on the subject.

With the exponential expansion of the Jamaican business process sector, firms are moving

their emphasis from "just existing" to excellence. One can see that businesses are aiming to be
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market leaders rather than just staying afloat. The need for information through research to

develop strategies to remain competitive is greater than ever. Therefore, there is a significant

demand and supply imbalance in terms of accessibility to literature addressing attrition and the

relation it may or may not have to strategic human resource management in the Caribbean

context. This research recognised and address attrition causes, which are crucial for any

organisation seeking to increase its market position, establish a competitive edge, and assure

current and prospective employees that a firm's development is rapid but strong and employee

centric.

The research identifies the fundamental causes of attrition by examining Collective

Solution BPO Ltd. through the lens of Maslow's Hierarchical Needs model. Maslow's hierarchy

of needs framework aids in gaining a better understanding of employee motivation in the

business process outsourcing sector and finding gaps in their expectations that must be

addressed. This research also acknowledges the Rawlsian theory of justice since all employees

have an equal right to basic freedoms. Additionally, Kant's theory was a platform to emphasise

that what is right for one employee does not necessarily apply to all employees (the law of

universality and reversibility). Kant’s theory also states that respect for all employees should be

treated as a goal in and of itself, rather than a means to an end.

Rationale for Methodology

This research was conducted using the qualitative method. Qualitative research is different

from other types of research because its focus, assumptions, type of knowledge, and the role of

the researcher all change. This makes it ideal for recording and analysing unique shared

experiences, as well as for looking into the peculiarities of a subject in a holistic way (Marshall
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et al., 2021). In this case study, it was critical that the researcher plan and outline how the

research was conducted while also ensuring the data collected is important.

The qualitative method is best suited for this research since its principles are well-suited for

describing and analysing a specific group's shared experience. Qualitative research, according to

Marshall et al. (2021), is interpretive in character and takes a comprehensive approach to fully

comprehending something. In qualitative research, researchers often gather data in the field

where participants encounter the topic or problem under investigation. This in-depth knowledge

is obtained through direct contact with individuals and observation of how they behave and

respond to questions posed (Creswell & Poth, 2017). Since qualitative researchers obtain data

directly from subjects by analysing documents, watching behaviour, and interviewing them, they

are less likely to rely on surveys or other tools produced by others for gathering data.

Qualitative researchers evaluate and make sense of all the data, grouping it into categories or

themes. This inductive approach involves switching back and forth between topics and the

database (Creswell & Creswell, 2018). In this study, the emphasis is on eliciting the meaning that

participants have about the issue being investigated, and not on the meaning researchers bring to

the study or authors from the literature. This is because the core concept of qualitative research is

to elicit information about a topic or issue from participants.

All parts of the research’s qualitative process were subject to change or modification once the

researcher is submerged in the field being studied. For instance, the questions asked varied, and

the data gathering methods changed. According to Creswell & Creswell (2018), qualitative

research is concerned with looking at an issue through a particular lens, such as that of

organisational behaviour, its culture, or gender disparity, racial, or class distinctions. It may also

be concerned with establishing the social, political, or historical background of an issue being
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studied. Qualitative research is a method of inquiring into what researchers see, hear, and

comprehend (Klykken, 2021). Following the publication of research findings, both readers and

participants provide interpretations. With readers, participants, and the researcher all contributing

an interpretation, it is easy to understand how numerous perspectives on a topic might arise.

Marshall et al. (2021) posited that qualitative research aims to provide a nuanced picture of the

topic or issue being investigated. This entails presenting different views, recognising the several

aspects at play in a scenario, and drawing a broader image. The researcher is not constrained by

strict causal relationships between variables, but rather by finding the intricate interactions of

variables.

The study used a qualitative phenomenological case study method. A phenomenological

approach aims to grasp a topic through the everyday knowledge and experiences of specific

respondents or subgroups. The researcher have acquired some preliminary knowledge of the

subject and is interested in gaining a more complete understanding through the use of equivocal

data. This research is not primarily concerned with determining the causes of things, but rather

with explaining how things are subjectively experienced, since the fundamental objective of this

approach is to provide a description of the specific occurrences. As this research emphasised the

details of a contextual analysis of a restricted number of relationships, the qualitative method has

proven to be the most practicable as opposed to quantitative or mixed-method methods. The

preceding statement advocates the qualitative method, as it investigated a real-world situation in

order to make allowances for the application of ideas.

The qualitative methodology provided the researcher with the tools necessary to

investigate complex phenomena in their context, since the researcher gathered data in the field at

the location where people interact with the issue under study. The researcher collected data by
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examining documents and conducting interviews with participants. Rather than relying on a

single source of information, the researcher conducted semi-structured interviews, a survey and

focus group discussions. Finally, the researcher constructed patterns, which entailed switching

back and forth until themes are achieved.

Nature of the Research Design for the Study

Three critical areas to assess while doing this study were the philosophical perspective,

technique, and data collection; the researcher then integrated these three to characterise the

research method choices. The preceding was used to demonstrate why this method is appropriate

for exploring the research question. Similarly, the choice of qualitative research and its use for

inductive research and interpretivist epistemology was the same.

This research used a case study to examine Collective Solution BPO Ltd.'s organisational

performance in the Jamaican business process outsourcing market. According to Creswell and

Poth (2017), a case study is an empirical examination of a current phenomenon in its real-world

setting, especially when the difference between the phenomenon and its context is ambiguous or

poorly defined. A case study is admissible since the research focused on a single entity, such as a

single actor operating within a specific parameter. Creswell and Poth (2017) also posited that a

case study design lends itself to basic recommendations regarding the development of research

questions, the generation of prepositions, and the establishment of the "case" under scrutiny. A

review of the data sources and triangulation were used to tie the case together.

Additionally, a case study lends itself to certain characteristics such as time and place, all of

which are crucial to the research (Saladna & Omasta, 2021). This approach was chosen precisely

because the primary objective as a researcher is insight and discovery, rather than hypothesis
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testing. Marshall et al. (2021) classified case studies into six categories: intrinsic, instrumental,

collective, exploratory, descriptive, and explanatory. The researcher conducted an intrinsic case

study to get a better understanding of a department inside an organisation, where the topic itself

is the major focus of the investigation.

This case study employed a technique known as "purposeful qualitative sampling." This

means that the researcher selected only those individuals who can best assist the intended

audience in comprehending the phenomena under investigation. The most appropriate type of

purposeful sampling for this research is critical case sampling, as the researcher intended to

illustrate that "if it is possible here (at Collective Solution BPO Ltd.), it is possible anywhere (all

other companies)" to the issue identified. The aforementioned was done through semi-structured

interviews using pre-developed and verified guided questions that are pertinent, clear, unbiased,

and open-ended. Additionally, the researcher conducted a focus group discussion, the efficacy of

which is dependent on allowing participants to agree and disagree with one another in order to

get insight into their experiences. Again, open-ended questions (semi-structured) was used.

In order to respect participants' right to anonymity, their names were disguised to maintain

confidentiality. Before commencement, the consent-to-participate form was sent to all specified

participants to ensure that the respondents completely understand the procedure. The study's

participants were chosen using purposeful sampling, which the researcher feels is the ideal

approach for this qualitative research; this technique was chosen to guarantee that the

respondents are information-rich individuals.

Definition of Terms
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It is vital that key ideas be specified in every research study to ensure that readers comprehend.

These key terms were defined in relativity to the focus of this study as the research deems most

appropriate. As such, the following keywords are critical to this research and was a constant

throughout this study:

Attrition - According to Hom et al. (2019), attrition is a natural and uncontrollable process

that occurs as a result of persistent stress, retirement, death, illness, and relocation. In simple

terms, attrition refers to the quantity of employees who leave an organisation or the rate at which

they leave. It is one approach for management to reduce the size of the workforce without taking

any overt action. The disadvantage of attrition-based reduction is that it is frequently

unpredictable and might result in organisational gaps (Hom et al., 2019). Attrition is one of the

most serious difficulties, and it costs the majority of enterprises significantly. A high rate of

attrition speaks negatively about an organisation's capacity to retain its employees.

Business Process Industry Association of Jamaica (BPIAJ) - This is a non-profit coalition

of firms operating in the Jamaican market. Outsourcing is frequently classified into two

categories: back-office outsourcing, which includes internal corporate functions such as human

resources or finance and accounting, and front-office outsourcing, which includes customer-

facing services such as contact centre services (Global Services Association of Jamaica, 2021).

Business Process Outsourcing (BPO) - This is a subset of outsourcing in which the

operations and responsibilities of a particular company function (or process) are contracted to a

third-party service provider. It also means handing over one or more information technology-

heavy business processes to an outside provider, who then owns, runs, and manages the chosen

process based on stated and measurable goals (Jain, 2020).

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Collective Solution BPO Ltd., Sandy Bay (CS-SBY) - Collective Solution BPO Ltd. is a

business process outsourcing company headquartered in Los Angeles, California, the United

States of America. This organisation takes pride in its human-centred approach to call centre

services. This corporation is committed to the following virtues: candour, adaptability, and

proactiveness (Collective Solution, 2022).

Global Services Association of Jamaica (GSAJ) - This is the rebranded name for the

BPIAJ, a group of offshore outsourcing businesses. Offshore outsourcing refers to business

process outsourcing that occurs outside of a company's own country. This is considered near-

shore outsourcing, which is defined as business process outsourcing contracted to an adjacent (or

close) country by a corporation (Global Services Association of Jamaica, 2021).

Human Resource Management (HRM) - According to Al-Tarawneh (2020), human

resource management encompasses five primary functions: recruitment, retention, development,

adjustment, and change management. They form the human resource management system when

combined, as they define a network of interconnected components. However, a rise in corporate

competitiveness has led to high attrition rates in a number of industries. Retaining employees has

been a herculean task for most businesses in this era of globalisation and competitive business.

Retention - According to Hom et al. (2019), this is the method through which a company

encourages its personnel to stay with it. Retention is the process of retaining the organisation's

greatest talent. Employee retention entails taking steps to ensure that employees stay with the

firm for the maximum amount of time possible. If an individual is dissatisfied with his current

job, he may seek alternative employment. It is critical for firms to retain their staff in today's

environment.
 25

Strategic Human Resource Management (SHRM) - Boon et al. (2017) posited that human

resources are an organisation's only long-term competitive edge. It is critical in assisting

businesses in adapting to a rapidly changing competitive environment. People are a critical

component of any business, and managing people is a significant aspect of any manager's work.

Additionally, it is a particular responsibility of the human resources department. Thus, human

resource management (HRM) is a strategic and integrated approach to managing an

organisation's most valuable assets.

Assumptions, limitations, delimitations

Each study is judged to be worthwhile based on specific assumptions, an

acknowledgment of potential limitations, and an emphasis on its delimitation. Due to challenges

developed during the formulation of a research topic, research design, and methodology,

research limits influence the findings and outcomes of a study. While limits address a study's

possible shortcomings, explaining the nature of the restriction enhances the paper's credibility

(an assumption) by alerting future researchers to potential issues when doing comparable

research.

Assumptions

This research is predicated on the assumption that participants in this study is not

intended to deceived, as the researcher provided a letter of consent to all participants that

bears the signature of the Human Resources Manager, which served as authorization for

conducting the study on behalf of the company. This letter specified what was done, how it

was done, and why. Using ethics in research assisted in safeguarding the participants' interests

and wellbeing while protecting me as the researcher from any negative circumstances

(Creswell & Creswell, 2018). All responses provided by participants was accurate to the best
 26

of their knowledge and was accurately recorded by the researcher, as the researcher's

objective is to impart authentic knowledge, truth, and to prevent errors, which requires

accountability, trust, and mutual respect between all participants and the researcher.

Confidentiality was maintained at all times, and informed permission was required.

This study's trustworthiness was evident through diligent observation, confirmation,

dependability, and transferability of information gathered. This study was also credible since it

used established ideas and leading literature in the area for its secondary data analysis. Also, the

triangulation approach alleviated worries about the study's credibility (Creswell & Creswell,

2018). This research is transferable as data collected in context served as a benchmark for future

academics to build on. This research aimed to be reliable since information on the reliability of

data was gathered from professional participants and evaluated by the researcher.

Limitations

Due to the increased interaction between the researcher and the subject, this intrinsic

phenomenological case study is more biassed than most other research approaches. Qualitative

research relies heavily on self-reported data (Creswell & Poth, 2017). Self-reported statistics are

limited by the fact that they are seldom objectively verified. Self-reported data, on the other

hand, has a number of possible sources of bias that should be taken into account as limitations:

Attributing positive occurrences and outcomes to one's own firm or department while

crediting negative events and outcomes to outside forces. In order to obviate the aforementioned,

the triangulation method was key, as the researcher was responsible for conducting interviews

and tabulating data from the respondents (Creswell & Creswell, 2018). This means that the

researcher was completely immersed in the environment to ensure that the data collection

procedure goes smoothly and efficiently. Additionally, the preceding explained data collection in
 27

relation to appropriate management strategies since the researcher was held accountable for

adhering to the highest ethical standards and safeguarding the respondents' anonymity. In an

effort to ensure that the study is not biased, the researcher was on site for a substantial amount of

time (approximately two weeks) and was engaging with the HR department under inquiry on a

frequent basis. The researcher also documented facts about the background around the case in

question, such as information about the physical surroundings as well as any historical,

economic, and social aspects that may have an impact on the issue (Tomaszewski et al., 2020).

By depicting such a background, the researcher assisted those who read the research report in

drawing judgments about the degree to which the study's results may be generalizable to other

contexts.

Participants exaggerate outcomes or embellish occurrences as more important than other

evidence suggests. To avoid the aforementioned, the triangulation method was employed in the

analysis of the data (Creswell & Poth, 2017). This entails using more than one method to collect

data on the same topic to guarantee the validity of the research. In addition to this, thematic

analysis was also be used. This is a system for assessing qualitative data that is often used in

collections of texts such as interview scripts. The researcher went through the data carefully to

look for common themes, subjects, ideas, and patterns of meaning that are repeated using the

ATLAS.ti qualitative data analysis software (Creswell & Creswell, 2018). The researcher

adhered to factually supported judgments, suggestions, and assumptions.

The researcher conducted semi-structured interviews with human resource managers and

directors, specifically the People Services Manager, the Recruitment and Selection Manager, the

Training and Development Manager, and the Human Resources and Administration Director, to

obtain the necessary information. A focus group discussion was convened with human resource
 28

experts such as compensation and benefits specialists, employee relations specialists, line

managers, and junior human resource professionals (human resource generalists, recruiters, and

learning and development officers). The researcher examined human resource standards and

policies, as well as previous mediation records to which the researcher has been permitted

access. Finally, access to desired information was a challenge since my study depended on

having access to people, organisations, or documents, and access may be rejected or otherwise

restricted for a variety of reasons.

Delimitations

The study's primary constraint is that only human resources experts from Collective

Solution BPO Ltd. was consulted in order to provide a complete assessment of attrition

difficulties. To counteract this, the researcher consulted with experts from several specialised

teams within the human resources department who have varying academic backgrounds, as well

as secondary sources, to get a range of perspectives. This technique provides a variety of

viewpoints on behavioural logic that could be used to generate assumptions. As a result,

judgments formed may overlook the perspectives of a select few. Nonetheless, this study will aid

human resource professionals in their understanding of attrition logic.

Summary and Organisation of the Remainder of the Study

Attrition in the business process industry is one of the most serious concerns confronting

Jamaica's developing economy. Attrition has a wide range of implications for businesses,

including financial losses (due to training and administrative costs, high recruiting costs),

incompetent procedures, and incapacity to provide services for highly complex processes (Priya

et al. 2019). While attrition is not an ideal occurrence, it does have certain related advantages,

such as cheap operating costs and information exchange across enterprises, which help the whole
 29

sector by expanding its capabilities. Attrition often happens in two ways: individuals leaving the

sector and individuals changing employment inside the industry (Jain, 2020).

This qualitative study begins with an assumption, a worldview, the possibility of using a

theoretical lens, and an evaluation of research questions in order to establish the meaning that

individuals or groups ascribe to a social or human situation (Creswell & Creswell, 2018). It is

unknown to what degree Collective Solution BPO Ltd.'s strategic human resource management

contributes to the high incidence of attrition. To study this topic, the qualitative researcher used a

developing qualitative approach, data collection in a natural setting that is sensitive to the people

and places under examination, and inductive data analysis that develops patterns or themes

(Creswell & Poth, 2017). This final written report or presentation contains participant

perspectives, the researcher's reflexivity, and a thorough description and analysis of the situation;

it also contributes to the body of knowledge or signals a call to action.

An analysis of employee attrition is incomplete without considering staff retention. One

of the most critical challenges facing human resource management today is keeping talent

without allowing the rot to set in. Numerous root causes may exist as a result of unpredictable

business conditions, the work environment, and external influences. A result of the

aforementioned is increased attrition, increased costs, and decreased revenue (Jain, 2020).

Chapter 2 of this research summarises current research on the vital significance of the

dissertation literature review in research preparation. Chapter 3 discusses the methodology,

research design, and techniques utilised in the investigation. Chapter 4 details the data analysis

method and contains both a written and a graphic summary of the findings. Chapter 5 talks about

and explains the findings in light of the prior research on the subject. Chapter 6 gives

recommendations to alleviate the 'problem’ while drawing conclusions.

 30

Chapter 2: Literature Review

Attrition is an important expense for the majority of enterprises. Thus, it is perplexing

that many firms do not track these expenditures or have objectives or strategies to eliminate

them. Numerous firms tend to accept them as a cost of operations-an indication, perhaps, of

increased job mobility and waning employee commitment, which is to be dreaded. The problem

is not with personnel quality or education, much less with technological investment (Spence,

2018). It is just attrition—individuals do not remain long enough to learn the job or be trained.

Attrition management should be a pertinent topic in Jamaican contact centres as it is the only

way for them to survive. Rather than accepting attrition rates as a cost of doing business, it is

unquestionably an issue which all businesses should address, and equally unquestionably an area

in which human resources can lead by measuring attrition, determining its causes, proposing

solutions, and tracking success (Jain, 2020).

Since people are the primary source of competitive advantage in the Jamaican business

process outsourcing sector, human resource development (HRD) should and will play a larger

role. Its duties should be expanded to include operational units in addition to administrative

support. Whether a company approaches human resources strategically or not can have an impact

on its market share and profitability growth (Sengupta, 2017).A strong human resources strategy

is as vital to a business operating in an unregulated, unorganised market as water is to fish life. In

the Business Process Industry Association of Jamaica (BPIAJ) or Global Services Association of

Jamaica (GSAJ), there are no unions to protect workers' rights. Because of this, the human

resources department must "step in" and act as a liaison, advocate, and champion for the

employees.
 31

Literature Search Strategy

A clear and eligible criteria for secondary data collection was mapped using the research

question for this study. There is a wealth of literature on human resource strategy. The researcher

determined the search area initially, and thus conducted a thorough and methodical search using

web search engines such as go.gale.com and UWIlinC. The search was conducted by utilising

records that had key terms relevant to the research topic as well as records that contained index

terms. The pertinent articles and books were then recorded in a spreadsheet (with hyperlinks) and

sorted according to predefined inclusion and exclusion criteria, thus refining the search. Once

this was completed, the existing spreadsheet was updated with annotated summaries for each to

aid in the process's efficiency. Daily, two to three articles were read, and essential ideas were

compiled on the specified spreadsheet to facilitate the completion of a literature review.

Theoretical Foundation

John Rawls sets out in "A Theory of Justice" to elucidate the fundamental ideas that

underpin our daily moral judgments about institutions (Faber, 2012). According to Faber (2012),

to do this, he imagines the principles upon which rational humans would agree in an ideal state

of equality and liberty: equal fundamental liberties and equitable opportunity equality. To

construct a philosophy of justice as fairness, one must begin with a rational foundation. Rawls

resolves this by referring to the "veil of ignorance." Under this appearance, the sensible course of

action would be to advocate for equal liberty and distribution. Once the benefit of economic

inequality is recognised, however, it appears that fair equality of opportunity based on the

difference principle is more rational than equal distribution. By applying Rawls' theory of justice,

one can deduce the critical functions of fairness in an organisation's human resource

management and the modus operandi utilised to boost its productivity or output. Economic
 32

rationality, while critical in justifying the complex collective choice of justice principles in

Rawls' theory of justice and fairness, does not avoid some inherent theoretical issues (Lewis,

1973). These other developments led to the development of an alternative definition of reason,

which was based on Kant's concept of practical reason, which is "reasonableness."

Costelloe (1914) states that ‘Kant's dictum is that businesses should function in a manner

that respects people and regards employees as an end in themselves, never as a means to an end’

(Costelloe, 1914). Failure to respect individuals, in this understanding, is to perceive people as

mere tools for achieving the firm's purposes and hence to view them as non-autonomous entities.

Each corporation must establish procedures to ensure that all stakeholders' relationships are

governed by just principles. These new justice criteria must be based on the aforementioned

Kantian ideas and must enjoy widespread approval. They must be founded on commonly

accepted concepts and hence be objective in the Kantian sense. According to Costelloe (1914),

Kant's principle emphasises moral incentives, anticipating that humans will make the wisest

decisions for the best reasons. According to Kant, if a corporation acts morally only when it is

profitable or benefits from favourable press, the action is pragmatic, not moral. It is worth noting

that Kant maintained that all humans behave not merely in compliance with obligation, but for

the sake of obligation; that is, the individual's motivation for action must be acknowledgement of

the responsibility to act.

The researcher used Rawls' and Kant's theories of justice and morality to explain the

elements that contribute to organisations experiencing high rates of unhealthy attrition, since this

study demonstrates that workers are intrinsically and extrinsically driven to succeed.

Additionally, Maslow's hierarchy of needs wasnefit these essential theories. According to

Maslow's theory, the higher-level wants are self-esteem and self-actualization (Toshniwal &
 33

Narendran, 2020). After a primary need is met, a secondary need develops, pushing the person to

act to fulfil it. Only through the application of these ideas will organisations be able to motivate

workers to remain, endorse the firm, engage in empathetic citizen behaviour, and perform above

industry norms.

Review of Literature

This section discusses attrition in depth, including the forms of attrition, the causes of

attrition, and the cost of attrition. This review of literature delves into strategic human resource

management and its differentiation from standard human resource management. Additionally,

the researcher compiled secondary data on the evolution of human resource personnel in terms of

protecting employee rights, examining the benefits and drawbacks of employee relations,

examining employee well-being and satisfaction, and examining the provisions for achieving

employee equality, equity, and professional development.

Factors Affecting the High Levels of Attrition

Jain (2020), in his study on the Indian business process outsourcing sector, stated that

employee attrition is a major source of concern for businesses, ranging between 15% and 20%.

He highlighted that a business is not harmed by the departure of a single employee. However, the

company suffers as a result of the employee's loss of knowledge, for which there is no ready

replacement in the market. Attrition, in and of itself, is not a terrible thing. It has always been

known to exist. When employment was scarce, however, technical development was slower,

voluntary attrition was low, and businesses handled it. However, as technology advances and

personnel costs rise, attrition is significant and painful (Grassman et al., 2021).
 34

Defining Attrition

As posited by Finnegan (2017), attrition is a reduction in staff numbers as a result of

retirement, resignation, or death. Attrition, alternatively referred to as staff turnover, employee

attrition, or employee defection, is a business term used to describe the loss of employees or

labour. The business process industry is currently experiencing a high rate of attrition. This

attrition rate is calculated by dividing the number of employees who leave an organisation over a

particular time period by the average total employee count for that same time period. It is

expensive, ineffective, and aggravating (Priya et al., 2019).

Jain (2020) postulated that attrition is a natural occurrence that affects any corporate

organisation, regardless of industry. The researcher further stated that over the last few years,

organisations have demonstrated a growing interest in integrating their human resource policies

with their business objectives. Whereas shortcomings such as an inability to influence

employees' perceptions of growth; a failure to match employees to roles that match their

individual talents; and an inflexibility in leadership styles create fundamental conflicts, resulting

in knowledge employees taking the proverbial quick option (Elhefnawy, 2022). As a result,

employees look for new bosses or work situations, which results in employee turnover.

Attrition is a common occurrence in all businesses, albeit to varying degrees. Priya et al.

(2019) reiterated that attrition is a serious issue in knowledge-intensive industries that place a

high premium on their personnel as assets. Deficiencies such as an inability to influence

employees' perceptions of advancement, a failure to match individuals' particular abilities to

appropriate responsibilities, and an inflexibility in leadership styles all contribute to intrinsic

conflicts, which end in knowledge employees taking the proverbial easy way out (Priya et al.,

2019). Attrition results in reduced production as individuals depart, compelling others to work
 35

even harder (Jain, 2020). This results in increased attrition, which causes increased costs and

decreased revenue; this means that more cost-cutting and austerity measures will have to be

taken. It also makes it more difficult to work, which makes it more likely that the best workers

with the best opportunities will leave (Finnegan, 2017).

According to Hom et al. (2019), large players frequently use their financial clout to

recruit talent from smaller players. Additionally, businesses use location bait to recruit staff.

While some attrition is desirable to keep young blood coming in and to remove dead wood, Hom

et al. (2019) believe that higher percentages are unfavourable indicators of an organisation's

culture and human resource policies. Therefore, according to Finnegan (2017), finding the proper

talent is difficult due to constraints such as location, nature of employment, compensation, and

benefits. This is since new graduates make it a point to depart from organisations within the first

year. They outfit themselves not for the purpose of executing their existing job, but rather for the

purpose of acquiring a new one. Oftentimes, migration occurs between larger and smaller

organisations, primarily due to the prestige connected with a particular project or client (Kaye &

Jordan-Evans, 2021). In certain situations, smaller businesses are even better paymasters than

larger brands. Retention programmes have a far greater success rate when management takes a

direct, employee-focused approach and is willing to spend resources on them.

Types of Attrition

Sengupta (2017) mentioned that attrition, like recruiting, can be characterised as either

"internal" or "external." Internal attrition occurs when people leave their existing jobs to pursue

other opportunities within the same firm. Attrition that happens inside a company can be both

good and bad, and it may be just as important to keep an eye on this type of attrition as it is to

keep an eye on its outside counterpart. People who work in human resources can use traditional
 36

methods to control and limit internal attrition, such as an internal recruitment programme or

formal succession planning, to do this.

Skilled versus Unskilled Employees

Unskilled professions frequently have a high rate of attrition, and individuals can

generally be replaced without affecting the organisation's or business's performance (Radhesham,

2018). Priya et al. (2019) believed that due to the simplicity with which these individuals can be

replaced, companies have less motivation to offer lucrative employment contracts. On the other

hand, these contracts may heavily benefit the employer, resulting in increased turnover as

employees seek and finally find more advantageous employment. Jain (2020), however, stated

that high rates of attrition among experienced professionals might pose a danger to a business or

organisation due to the loss of human capital (such as skills, training, and expertise). Notably,

because talented professionals are naturally specialised, they are more likely to be re-employed

within the same field by a competitor (Birinci & Amburgey, 2022). As a result, when these

people leave, the business has to pay for replacements and loses out in the competition.

Voluntary versus Involuntary Attrition

Practitioners can distinguish between voluntary attrition, which occurs at the employee's

request, and involuntary attrition, which occurs without the employee's consent (such as long-

term sickness, death, moving overseas, or employer-initiated termination). In general, employees

who voluntarily leave their jobs share similar characteristics as job-keepers. However, by

forecasting (and hence controlling) voluntary attrition, the construct of attrition intent can be

applied (Sengupta, 2017).

 37

Causes of High or Low Attrition

Kaye and Jordan-Evans (2021) posited that while high attrition frequently indicates that

employees are dissatisfied with their jobs or compensation, it can also suggest unsafe or

unpleasant working conditions or an insufficient number of employees providing appropriate

performance (due to unrealistic expectations or poor candidate screening). Career possibilities

and challenges, job discontent, and confrontation with management have all been identified as

predictors of high attrition. On the other hand, Hom et al. (2019) highlighted that low attrition

suggests that none of the above is true: employees are content, healthy, and safe, and their

performance meets the employer's standards. The predictors of low attrition, on the other hand,

may occasionally differ from those of high attrition. Besides the above job options, employees

may choose to stay at their company because of their salary, corporate culture, management

recognition, and good work environment (Birinci & Amburgey, 2022). Attrition also occurs

when employees despise their working surroundings, dislike their coworkers, or dislike their

work (Jain, 2020). Additionally, there are instances where individuals abandon their jobs for

family reasons or to migrate.

It is not known to what extent strategic human resource management at Collective

Solution BPO Ltd. contributes to the high level of attrition. Sengupta (2017) wrote that the most

significant reason for attrition is the work environment; employees anticipate very professional

demeanours, attitudes, and behaviours and an international standard work environment. He went

farther and stated that they anticipate a welcoming and educational environment. Priya et al.

(2019) state that dictatorship, tight rules, and a stick approach will not work in a business process

outsourcing company, as employees seek independence, favourable treatment from superiors,

positive encouragement, a nice attitude from everyone, and positive inspiration. Priya et al.
 38

(2019) mentioned that another reason for attrition is the movement from one job to another in

search of a greater wage, better position, or better benefits. Another factor that contributes to

attrition is health and the pursuant of higher education.

Numerous studies and surveys (Jain, 2020; Priya et al., 2019; Sengupta, 2017) reveal that

everyone contributes to the current attrition rate, as attrition does not occur for a single or a few

reasons. Attrition is influenced significantly by the way the industry is projected and the rate at

which businesses expand. Radhesham (2018) states that employees always assess the

management values, work culture, work practices, and credibility of the organisation. When

there is no focus and in the absence of business plans, the non-availability of the campaigns

makes people quickly move out of the organisation.

Kaye and Jordan-Evans (2021) mentioned that, without a doubt, today's employment

comes with a great deal of pressure and a significant level of stress. Employees will leave a job if

there is excessive pressure on performance or any other type of work-related pressure.

Employees are frequently transferred from one process to another. Sengupta (2017) stated that in

the business process outsourcing industry, employees require time to acclimatise to the new

campaigns, and only a few staff struggle and will depart immediately. This research states that

monotony develops rapidly in this industry and is one of the primary causes of attrition. This is

because young people view work as transient, and they frequently change jobs once they find

their niche.

Jain (2020) mentioned that there is a great demand for skilled and professional personnel.

Consequently, poaching has become widespread as large corporations target the personnel of

smaller businesses. Priya et al. (2019) supported this claim by mentioning that employees with 4-

6 months of experience have a high level of confidence and are willing to leave and find a better
 39

job within a week. Jain (2020) and Sengupta (2017) theorised that another common cause of

employees leaving firms is conflict with their supervisors. A human resource professional can be

thought of as an advocate for employees and a liaison between upper management and

employees at all levels. If there is a significant disconnect between human resource specialists

and employees when it comes to comprehending problems and meeting obligations, then high

attrition is the result (Radhesham, 2018).

Attrition Cost

Attrition costs were mentioned by Jain (2020), Priya et al. (2019), and Sengupta (2018),

as recruiting, rehiring, and retraining are all costs associated with tangible recovery. Indeed, until

a new employee achieves a particular level of production, he or she is frequently a financial drain

on the organisation. Consider the cost of filling the position while it is vacant. This may include

the cost of a temporary employee or the expense of existing employees fulfilling the vacant

position in addition to their own (Sengupta, 2018). Second, Jain believes that the cost of lost

productivity is at least 50% of the individual's weekly pay and benefits, regardless of whether the

labour is completed by others. Sengupta (2018) mentioned the cost of conducting an exit

interview, which includes both the interviewer's and departing employee's time, the

administrative costs associated with terminating payroll, benefit deductions, enrolment,

notification, and administration, as well as the cost of the numerous forms required to process a

departing employee. Management time and effort is spent determining what work needs to be

completed and how it was covered until a successor is identified. The cost of training offered by

your organisation to this departing employee (Priya et al., 2019). This includes internal training,

external programmes, and academic instruction from external sources. The employee's departure

has an influence on the department's output. The costs associated with severance and
 40

continuation benefits are paid to terminated employees covered by these programmes. The cost

of the retiring employee's knowledge, abilities, and contacts.

Strategic Human Resource Management and its Distinction from Traditional

Administrative Human Resource Management.

Currently, human resource duties are organised similarly to those of an organisation's

purchasing department (Roundy & Burke-Smalley, 2021). Hiring departments seek individuals

in the same manner they seek components and supplies, depending on the depletion and growth

rates of their operations. Both resources are assessed for their quality and their cost or financial

constraints. Personnel, on the other hand, are qualified or prepared prior to being assigned to

requisitioning departments, which may require additional training before they can be used.

Human resources is also responsible for managing depreciated equipment. They oversee the

replacement, termination, and retirement of senior staff. In a nutshell, most human resource

systems are there to keep and replenish a resource called people.

Strategic human resource management does not relinquish administrative responsibilities.

According to Doz (2020), human resource strategies should be proactive rather than reactive in

their relationships with other functional areas. To compete on a global platform, it should

prioritise the future needs of its own clientele. Strategic human resource managers do not await

orders, requisitions, or complaints. It completes assigned work, conducts additional research, and

delivers proactive responses and strategic recommendations. Proactive human resource

management strategies are favoured over corrective or punitive approaches. It is progressive in

nature. The conventional human resource role serves as a dispenser or implementer of justice as

well as a custodian of organisational assets (Al-Tarawneh, 2020). Employees are viewed as cost-

cutting measures rather than strategic assets to be developed. Strategic human resource
 41

management aims to create an environment that encourages people to do tasks correctly the first

time; rather than penalising errors, it seeks to prevent them (Nishii & Paluch, 2018).

Doz (2020) asserts that strategic human resource management is outcome-driven rather than

input-driven. For example, training outcomes are measured not in terms of training hours or

trainees per year, but rather in terms of trainee performance improvement as a result of the

training. Productivity, efficiency, work quality (defects), client satisfaction, and the quantity of

received client complaints can all be improved. According to Boon et al. (2017), these objectives

are equally vital for strategic human resource professionals and the operational departments they

support. It is more difficult to measure output results than input costs. Strategic human resource

management tries to find and track more accurate measures of performance and their

effectiveness, both directly and indirectly.

The Evolution of CS- SBY's Human Resource Specialists in Order to Protect Employees'

Rights in a Constantly Changing Sector

According to Boon et al. (2017), human resources is no longer a backroom or support

position. It, like sales and marketing, is crucial to the company's strategy. It is supplying and

impacting competition in an increasing number of ways. All other factors (like money and

physical assets) being equal, the company's people were the deciding factor. This is called the

"people factor." Strategic deployment of human resources may make a difference. According to

Felgate (2020), the best human resource strategies are all about preparing for the workforce of

the future now. To survive and prosper in the future, organisations must develop or attract multi-

skilled, cross-functional, and empowered team members. Additionally, they must be emotionally

developed and capable of creative thinking regarding the future. They should be able to not just

improve their work, but also reengineer or rebuild it if necessary (Doz, 2020). In a compelling
 42

case, Boon et al. (2017) made a compelling case that successful human resource strategies, in

contrast to conventional functional concerns, connect performance criterion systems to corporate

objectives and strategy. Strategic human resource management establishes performance criteria

for both rank-and-file employees and managers, enabling them to contribute to the achievement

of the organisation's goals (Elhefnawy, 2022). Most of the time, traditional human resource

performance appraisal systems put a lot of emphasis on a subordinate's ability to make his or her

supervisor or employers happy during the appraisal period.

According to Nishii and Paluch (2018), an employee's level of satisfaction may or may not

be related to how successfully the individual contributes to the company's attainment of its

objectives (which it is not, in the vast majority of cases). As a result, the traditional performance

review has evolved into a highly politicised, contentious, and time-consuming procedure that is

ineffective and contributes to workplace division rather than collaboration. According to Felgate

(2020), strategic human resources evaluate people on more important output performance

measures, including quality, productivity, and internal and external customer satisfaction (Al-

Tarawneh, 2020). Negative criteria include faults, rework, wastage, consumer complaints, or

returns from both internal and external sources. Effective human resource management practises

attempt to enhance employee behaviour and attitudes by openly linking their evaluation (and,

ultimately, compensation) to what matters most to business performance and customer

satisfaction. It is less concerned with issues such as teamwork, attendance, boss satisfaction, and

neatness.

Advantages and the Liability Associated with Employee Relations on Employee Retention.

The human resources department's work does not end with basic human resource tasks;

developing an organisational culture conducive to employee satisfaction and interest in their

 43

work is a key responsibility (Spence, 2018). Even when hiring a new employee, the human

resource department evaluates whether the prospective hire is culturally compatible with the

firm. When it comes to designing a compensation plan, human resources are responsible for

fostering a healthy culture by ensuring that the compensation package is equitable, reasonable,

and sufficiently pays employees for their contributions to the organisation. If the human resource

function does not provide competitive and fair compensation packages, the corporate culture

may suffer (Lloyd, 2017). The human resource department is accountable for fostering positive

employee relations within a corporation. The way it manages the employee-employer

relationship may have a positive or negative effect on the corporate culture.

The work culture of a business evolves over time, and this evolution is critical to the

business's survival. Even if a company's dress code and etiquette are professional, the company's

culture should support creativity, risk-taking, and employee empowerment (Spence, 2018).

According to Kaye and Jordan-Evans (2021), another function of human resources is to recruit

executives with leadership styles consistent with the firm's culture. Human resources gather

feedback from employees to ensure their viewpoints are heard. If human resources detect a

negative mood among team members, they work to enhance employee relations. If the leader is

the source of the problem, it demands that changes be made to foster a healthy and productive

work environment (Sheather & Slattery, 2021). At the end of the day, the bottom line is cost

reduction, and human resource management costs are occasionally questioned. Nishii and Paluch

(2018) emphasised the importance of assessing and monitoring human resource initiatives to

ensure they are effective.

 44

Employee Satisfaction and Well-being are Sufficiently Addressed Through Current Strategies

Human resources' objectives are strategic, which makes quantifying their work more

challenging. Yadav (2020) argued that human resource procedures, activities, and practises may

be evaluated at the individual employee and business unit level. When evaluating the impact of

human resource activities on the employee level, various criteria are assessed, including the

impact of human resource operations on employee job satisfaction, engagement, inventiveness,

and performance at work. Additionally, many quantitative factors, such as absenteeism and

retention, are evaluated. Lloyd (2017) adds to this by suggesting that metrics can be used to

measure and monitor the efficacy of human resource operations' control processes. If, for

example, recruiting is expensive, the effectiveness of the process can be determined by the

amount of money spent, the effectiveness of the recruitment team, the quality of the candidates,

and the effectiveness of the new recruits. Additionally, the attrition and success rates are

evaluated for this objective (Khan, 2019).

After all, many businesses support their employees' development efforts, which are

formalised through the personal development budget. Professional development, as defined by

Khan (2019), is any effort made by an organisation to strengthen the professional capabilities of

its employees. The goal is to increase professional competence across all demographic groups in

order to ensure qualified employees and supervisors. According to the same study, employees

should be able to comprehend the rising complexity of their work environment and demonstrate

self-confidence in order to be more accountable. Competences include technical and

methodological expertise, social competence, and personal competency. All measurements of

professional development should be based on an assessment of development needs. This is based

on three convenient pillars:

 45

1. Organisational analysis looks at what employees will need to do in the future and how

their skills, knowledge, and attitudes will change.

2. Individual analysis determines an individual's performance and potential for

advancement.

3. Human resource analysis identifies behavioural deficiencies and developmental

opportunities.

Human Resource Policies and Guidelines (Standard Support) That Promote Employee

Equality, Equity, Professional Growth, and Employee Development

According to Al-Tarawneh (2020), the aim of human resources is not the isolated

optimization of specific staff functions, but the holistic optimization and continual improvement

of personnel management performance, which must be based on the company's objectives.

Experts have outlined the following conditions for an effective personnel department

organisation (Nishii 2018):

I) To achieve transparency, the staff organisation must identify the roles and

competences of the relevant decision-makers in many domains. As a result, if there is

a problem in the power process, there must be a responsible and qualified contact

person.

II) The organisation's human resource managers should be very adaptable in order to

react efficiently to changes in client needs.

III) Another need for a staff structure is a quick flow of information between human

resources and the employees. Short and multiple lines of communication must be set

up between human resources and employees to make sure that important information

is available as soon as possible.

 46

IV) The choice of organisational structure allows for the breakdown of functional

interfaces in the internal performance process, hence minimising time and effort

waste.

V) Decision-makers are accountable for personal cross-functional issues with

comprehensive answers "from a single source." A problem-solving staff structure

helps to prevent unneeded, isolated, incompatible, and individual outcomes.

VI) In order for people to come up with their own solutions to personnel management

problems during the performance process, the organisation must make it easy for

them to get information quickly between different tasks and areas of expertise.

VII) Employees make choices in the workplace. Personnel management must identify and

convey the individual requirements of all organisational units and their workers. In

human resources, organisational structure serves as the primary function, which has a

mediating, confidence-building role. In general, personnel organisation of human

resource management capabilities, self-organisation methods, and devotion to a

company's overall aims are vital. It is also stated that workers assess their work

experiences based on whether they are fair and represent a concern on the part of the

business for their well-being (Khan, 2019). Fair treatment of workers sends a message

to employees that management cares about them. This implies that firms that wish to

create higher employee engagement must first demonstrate their commitment to their

workers. When there is confidence, employees are ready to postpone judgement and

yield to the authority of others. Furthermore, trust allows for organisational flexibility

since repayment does not have to be quick or of equal value.

 47

According to Cpa (2021), there are four areas where workers' faith in their company may be

increased:

1. Promotional policies and procedures may also have an impact on commitment (Cpa,

2021). The result of the decision is likely to have an influence on commitment among

individuals being considered for promotion. However, for others, the impression of

justice in decision-making may be much more crucial. This implies that companies

should clearly convey how their judgments were made and why individuals who did not

succeed were ineligible. Because most people want to get better at their jobs, paying

attention to the needs of employees is a great way to build trust.

2. A critical issue raised by research on work-life balance, especially in recent years, is the

extent to which employees think they can find the right balance between their family and

the office (Cpa, 2021). Organisations are beginning to recognise this and are making

more active efforts to introduce a host of programmes geared at reducing worker stress.

Flexible work arrangements, childcare, time off policies, elderly care, healthcare,

information and counselling, and convenience services are just a few of the efforts. Most

employees would prefer that their employers provide them with more personal time when

it is needed.

3. Individual accommodations are acts of corporate flexibility or compassion given to

workers (Cpa, 2021). The level of happiness a person feels at work has a significant

impact on his or her behaviour and dedication. Job satisfaction and work-life balance are

critical factors in commitment. Cpa (2021) stated that job happiness is a vast subject, but

to summarize, a rewarding job often has three characteristics.

 48

a. It contains inherently pleasurable features and is discovered to have employment

qualities, especially job scope, which has the largest link with commitment

(enrichment).

b. It gives employees the chance to grow and develop.

c. It gives people a sense of effectiveness in their jobs (that they can positively

influence organisational outcomes).

d. Organisations that are dedicated to ensuring the health and safety of their workers

are more likely to be trusted.

4. Pay and Rewards: Workers may remain with a firm because there are obstacles to

quitting and incentives to stay, as previously stated. Cpa (2021) believes that

organisations must structure the partnership's finances in a way that does not stymie

commitment. One of the reasons for staying in a relationship is for financial reasons. Pay

makes the continuation of the employment connection appealing since there is mutual

dependence.

Effects of Good Human Resources Ethics on Employee Commitment & Performance

Additionally, a substantial examination of the literature on employee engagement was

conducted, as one of the main determinants of employee retention emerged as involvement

variables (Lloyd, 2017). Numerous scholars have examined employee engagement and

participation at a variety of levels and across a variety of domains. Employee engagement is a

critical factor in job satisfaction, motivation, and even retention. Employee engagement is

associated with increased productivity, quality, efficiency, absenteeism, and even motivation.

Employee involvement has garnered considerable attention in recent decades in the field of work

organisation. Although changes in work organisation over the last decades have been numerous
 49

and difficult to summarise into a few key concepts, consensus has emerged that employee

involvement and financial incentive systems are critical components of modern personnel

management (Yadav, 2020), Spence, 2018), Kaye & Jordan-Evans, 2021).

Retention strategies are policies and procedures that firms implement to minimise

employee attrition and to keep employees engaged and productive over the long term (Khan,

2019). According to Yadav (2020), the primary difficulty for firms is ensuring that their retention

strategy is aligned with their company goals in order to maximise their return on investment.

Corporate social responsibility is a critical area of growth for retention strategies—employees

may be more likely to stay with an employer that demonstrates a commitment to the local

community or the environment. Learning organisational techniques is one such tactic that no

corporation uses to retain staff. The researcher went further to advise that there are numerous

commonly used ways of managing attrition in businesses. However, no company has employed a

system that encourages employees to learn about their jobs and perform well in order to

accomplish the organisation's objectives. Spence (20218) suggested that some retention

strategies/practices being implemented by businesses include flexi time, fun at work, training and

development opportunities, bridging the gap, working with friends, and the best reward system.

Summary

Many firms do not track or have objectives or strategies to eliminate attrition from their

workforce. Attrition management should be pertinent in Jamaican contact centres as it is the only

way they survive. Human resource development (HRD) should and will play a larger role in the

sector. John Rawls' theory of justice (Faber, 2012) is critical in justifying the complex collective

choice of justice principles. But it does not avoid some inherent theoretical issues, as discussed
 50

by philosopher Immanuel Kant. According to Kant (Costelloe, 1914), businesses should function

in a manner that respects people and regards employees as an end in themselves.

Attrition, alternatively referred to as staff turnover, employee attrition, or employee

defection, is a business term used to describe the loss of employees or labour. The business

process industry is currently experiencing a high rate of attrition. According to Jain (2020) high

rates of attrition among experienced professionals might pose a danger to a business or

organisation due to the loss of human capital (such as skills, training, and expertise). Attrition is

influenced significantly by the way the industry is projected and the rate at which businesses

expand. Employees will leave a job if there is excessive pressure on performance or any other

type of work-related pressure.

Strategic human resource management does not relinquish administrative responsibilities.

According to Doz (2020), human resource strategies should be proactive rather than reactive.

Productivity, efficiency, work quality (defects), client satisfaction, and the quantity of received

client complaints can all be improved. Human resources are no longer a backroom or support

position, they are crucial to the company's strategy. It establishes performance criteria for both

rank-and-file employees and managers.

The best human resource strategies are all about preparing for the workforce of the future

now. Developing an organisational culture conducive to employee satisfaction and interest in

their work is a key responsibility of human resources. Experts have outlined the following

conditions for an effective personnel department organisation (Nishii, 2018; Lloyd, 2017; Al-

Tarawneh, 2020). A problem-solving staff structure helps to prevent unneeded, isolated,

incompatible, and individual outcomes. Short and multiple lines of communication must be set

up between human resources and employees. Fair treatment of workers sends a message to
 51

employees that management cares about them. Organizations are beginning to introduce a host of

programmes geared at reducing worker stress. The level of happiness a person feels at work has

a significant impact on his or her behaviour and dedication. In the subsequent chapter, the

researcher will go further into the phenomena identified in the review of literature. Chapter three

will discuss the gathering of primary data for this study, as well as the methodology and research

design that was employed.

 52

Chapter 3: Methodology

Introduction

This study attempts to determine the elements that lead to high attrition rates and their

relationship to strategic human resource management. This research critically investigate the

strategic management of people in a single Jamaican business process outsourcing (BPO)

organisation. The core premise of the proposed study is that Collective Solution BPO Ltd. is

crucial to the creation of universal norms of best practise in human resource management,

particularly in an unregulated sector such as the BPIAJ/GSAJ. Chapter 3 examines the research

design, the respondents, the study's location, the study's instrument, data collection and analysis,

the study's credibility and authenticity, the participation of the researchers, and ethical issues and

considerations. This qualitative study focuses on the research design and the use of a diverse

approach to inquiry.

Statement of the Problem

It is not known to what extent strategic human resource management at Collective

Solution BPO Ltd. contributes to the high level of attrition. Collective Solution BPO Ltd.'s return

on offshore investment is significantly impacted by attrition. In recent decades, research has

concentrated on the consequences of attrition on the overall employee population (Birinci &

Amburgey, 2022; Elhefnawy, 2022; Faccini et al., 2022; Jain, 2020; Pryia et al., 2019; Sengupta,

2018; Sheather & Slattery, 2021). This may be driven by a desire to comprehend "why" an

employee quits. However, these researches and publications did not account for former

employees, whose data may only be accessed and shared by human resources specialists. The

ever-increasing attrition rate must be mitigated by a contemporaneous strategy plan and an

 53

innovative development paradigm. Continuous employee departures damage the organisation's

image as a respectable workplace. In addition, the output loss incurred during the period the

position was vacant is substantial. It takes time to orient the new staff, resulting in diminished

productivity. Recognizing and resolving attrition reasons is essential for any organisation looking

to strengthen its market position and gain a competitive advantage.

Research Questions

Most businesses incur enormous costs due to employee turnover. It is puzzling that many

businesses do not monitor these issues or have goals or strategies in place to mitigate their

influence. It has nothing to do with the quality or education of the workers; rather, the issue is

turnover. The management of attrition in Jamaican contact centres must be properly examined if

a firm is to continue to be successful. The following research questions serve as the basis for this

study:

RQ1. What are the factors affecting the high level of attrition at Collective Solution BPO

Ltd.?

RQ2. How does strategic human resource management impact employee retention?

Research Methodology

The qualitative method was used in this research since its principles are well-suited for

describing and analysing a specific group's shared experience (Creswell & Creswell, 2018).

Qualitative research, according to Marshall et al. (2021), is interpretative in character and takes a

comprehensive approach to fully comprehending anything. Qualitative research is a kind of

investigation that focuses on documenting and analysing unique shared experiences. In

qualitative research designs, the researcher's emphasis, assumptions, type of knowledge, and
 54

function all change dramatically (Creswell & Poth, 2017). Please see Table 1 outlining the

justification of qualitative method for this study:

Table 1

Why Qualitative Research for this Study?

Characteristics Marshall et Ravitch and Saldana and

al. (2021) Carl (2020) Omasta (2021)

1. Natural (field-focused), a data YES YES YES

source for close contact.

2. Qualitative research places a YES YES YES

premium on study design and

the use of novel methods of

inquiry.

3. Numerous data sources in the YES YES YES

form of text or other

documents

4. Inductive, recursive, and YES YES YES

interactive data analysis

5. Concentrate on the YES YES YES

participants' opinions, their

interpretations, and their

subjective perceptions.

6. Human behaviour and belief YES YES YES

systems are framed through a

 55

social-political/historical

framework or through a

cultural lens.

7. Rather than rigidly YES YES YES

predetermined design, the

emergent design is evident

8. Fundamentally interpretative YES YES YES

inquiry as the researcher

examines her or his

perspective, the reader's

viewpoint, and the participants'

participation in the study's

creation.

9. A holistic perspective on social YES YES YES

issues

Marshall et al. (2021) posited, qualitative research is a situated activity in which the

observers are positioned in the environment being studied. Marshall et al. (2021) added it is a

collection of interpretive and material practises that enables the descriptor to be visited, which

can alter the meaning of the issue. The qualitative method transforms the issue into a succession

of representations, which include fieldnotes, interviews, discussion, photographs, recordings, and

self-memo. Qualitative research at this level takes an interpretative, naturalistic approach to the
 56

term. This implies that qualitative research examines events in their natural environment, aiming

to make sense of or interpret them in terms of the meaning ascribed to them by individuals.

Research Design – Case Study

The term "research design" refers to the overarching approach for ensuring that the data

obtained appropriately addresses the study objectives (Marshall et al. 2021). In essence, a

research design is a road map that the researcher follows in order to accomplish the study's

goals and address the research questions. This study used a qualitative research approach to

examine the relationship between attrition and strategic human resource management in

Collective Solution BPO Ltd. The social constructivism/interpretive theory informs the design

method since the researcher strives to comprehend the world by inventing particular meanings

from experiences (Creswell & Creswell 2018). Qualitative research was the most appropriate

method for this study because it enables the interpretation of occurrences in their natural

contexts, centred on the meanings associated with them by the participants. The

researcher has selected a qualitative exploratory method in order to provide further

understanding and information to the debate around attrition and its relation to retention at

Collective Solution BPO Ltd.

The research used the qualitative case study design. This technique attempts to get a better

understanding of a subject by examining the commonplace knowledge and perspectives of

certain respondents or subgroups (Marshall et al. 2021). The researcher had acquired some

fundamental knowledge of the issue and is seeking a more thorough understanding through the

use of ambiguous data. This study is not principally concerned with finding the causative factors,

but rather with describing how events are subjectively perceived, since the primary goal of this

technique is to offer a description of particular occurrences. The following research questions

 57

aim to elucidate the phenomena by posing open-ended inquiries. RQ1: What are the factors

affecting the high level of attrition at Collective Solution BPO Ltd.? RQ2-How does strategic

human resource management impact employee retention? The qualitative case study research

approach is most appropriate since the researchers seek to delve further into how social

relationships contribute to and exacerbate staff turnover and attrition complexity. The choice to

engage human resources experts from various departments combines the researcher's area of

study in addition to personal experiences to explain the underlying reasons and tolerance for

certain behaviours in the organisation. The study design enables the purposeful acquisition of

information and comprehension of the subject to collect rich data.

A case study is predisposed to specific qualities, such as time and location, which are critical

to this research (Creswell & Poth, 2017). This approach was selected since the main goal for the

researcher is insight and discovery, not hypothesis testing. Case studies were defined by Stake

(Marshall et al., 2021) into six categories: intrinsic, instrumental, collaborative, exploratory,

descriptive, and explanatory. The researcher will perform an intrinsic case study to get a deeper

knowledge of a particular department within an organisation, with the highlighted anomaly itself

serving as the primary focus of the inquiry.

Location of the Study

The researcher was on-site for an extended period of time (approximately two weeks) and

will have regular contact with the human resources department under investigation by obtaining

endorsement of the Site Leaders (authorities). Additionally, the researcher will record data

regarding the context of the case at hand, including information on the physical surroundings as

well as any historical, economic, or social factors that may have an effect on the problem

(Klykken, 2021). By presenting this context, the researcher will assist readers who read
 58

the research report in determining the extent to which the study's findings are generalizable to

different situations.

Gaining Entry

The research essentially furnished all participants with a letter of permission signed by

the Human Resource Manager, which acted as authorisation for the study to be conducted on

behalf of the firm. Due to the responder possession of sensitive information that requires

approval in order for the data to be more credible and persuasive to the audience. Because this

research study was primarily concerned with human resource employees' perspectives, ethical

considerations unique to employee needs had to be made. This letter detailed the actions that was

taken, how they was taken, and why they was taken. By using ethical principles in research, the

researcher may protect the participants' interests and well-being while also protecting the

researcher from adverse conditions.

To begin, the researcher sent a letter to each respondent requesting permission to conduct

the study. The researcher checked that participants have signed the letters, thus allowing

researchers to conduct interviews without fear of violent retaliation. Privacy and confidentiality

(Klykken, 2021) Confidentiality and privacy are critical in phenomenological research since it

includes data that can only be accessed by the individual authorised to conduct an interview with

the selected respondent. The researcher had to conceal certain information from the respondents.

The researcher collected data that were included in the study with the consent of the respondents.

Role of the Researcher

The researcher was responsible for conducting interviews and tabulating data from the

respondents. This means that the researcher was completely immersed in the environment to

ensure that the data gathering process operates smoothly and effectively (Marshall et al., 2021).
 59

Additionally, the preceding explains data collection in relation to appropriate management

strategies since the researcher was held accountable for adhering to the highest ethical standards

and safeguarding the respondents' anonymity.

Research participant

To protect participants' right to anonymity, their identities was concealed to ensure

confidentiality. Prior to the process beginning, the consent-to-participate form was issued to all

specified participants to verify that they understand the method thoroughly. The participants for

the study were selected using purposeful sampling, which the researcher believes is the optimal

way for this qualitative research; this technique was chosen to ensure that the respondents are

information-rich people.

Population and Sample Selection

The researcher adhered to factually supported judgments, suggestions, and assumptions. The

researcher conducted interviews with human resource managers and directors, specifically the

People Services Manager, the Recruitment and Selection Manager, the Training and

Development Manager, and the Human Resources and Administration Director, in order to

obtain the necessary information. A questionnaire was sent to all members of the Human

Resources Department. A focus group discussion was held with human resource experts such as

compensation and benefits specialists, employee relations specialists, and junior human resource

professionals (human resource generalists, recruiters, and learning and development officers).

The researcher examined human resource rules and procedures as well as previous mediation

records at the Ministry of Labour to which the researcher has been permitted access. Please see

table two for the composition of the Human Resource Department at CS-SBY and the number of

employees per team to be utilised for this study:

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Table 2

CS-SBY’s Human Resource Population and Sample Size

Human Resource Dept. Number at CS-SBY Sample for this

Research

People Services (Supporting over 11 (Branding & employee 4

500 employees for 4 Clients – engagement, Compensation &

Amazon, Minted, ProctorU, Benefits, Occupational Health

UbiFi) and Safety, Employee Relations,

Manager and Director)

Recruitment & Selection 7 (Recruitment Coordinator, 2

(Supporting over 500 employees Recruitment Analyst, Recruiter

for 4 Clients – Amazon, Minted, and Manager)

ProctorU, UbiFi)

Learning & Development 16 (Learning & Development 3

(Supporting over 500 employees Officer, Learning & Development

for 4 Clients – Amazon, Minted, Coordinator, Supervisor and

ProctorU, UbiFi) Manager)

Total Population 34

Total Sample Focus Group 9

Total Sample for Managers & Directors 4

Short Survey 30

The total headcount of the HR Department at CS-SBY is 34 personnel; this includes three

teams, each with three managers and a director for oversight. A total of 9 representatives were
 61

utilised for the focus group; the researcher wanted, ideally, two focus groups of 7 each, but due

to the high ramp period for Amazon and Minted Customer Service Associates personnel, they

were unavailable due to performing their primary job functions at the company. 3 managers and

1 director were interviewed. Also, all personnel (excluding managers and directors) completed

the short survey emailed to their work email.

Trustworthiness

According to Ravitch and Carl (2020), trustworthiness is crucial in qualitative research

since the researcher is gathering personal information from a respondent. Trustworthiness is

comprised of four components: credibility, transferability, dependability, and confirmability.

Internal validity is a critical criterion for researchers since it ensures that their study correctly

assesses or evaluates the desired outcome.

Credibility

According to Melvin (2019), a relevant notion for qualitative investigators is

believability. This component addresses the issue of how well the findings correlate to reality. As

Ravitch and Carl (2020) assert, building credibility is a necessary component of trustworthiness

as it optimizes the research’s capacity for persuasion and belief.

Transferability

Transferability refers to the extent to which the findings of qualitative research may be

utilised in other situations or expanded beyond the scope of this specific research endeavour.

Rather than that, the researcher's responsibility is to demonstrate its applicability. Melvin (2019)

said that the goal is not to send a signal of transferability, but to lay the groundwork for future

applications that will show that transferability is real.

 62

Dependability

Dependability is critical for trustworthiness (Melvin, 2019), since it ensures that the

research study's findings are reproducible and consistent. To ensure the validity of this study's

findings, participants were encouraged to speak the truth rather than a falsehood. To ensure their

candour, the researcher placed confidence and belief in the participants' authenticity when they

tell their experiences regarding attrition and the influence of strategic management on it.

Confirmability

This qualitative research established that, in order to maintain objectivity in the

translation and examination of data shared by participants, the researcher maintained an archive

of interview transcripts that enables the reader to refer to the participants' precise narration when

desired. Confirmability is a term that relates to the researcher's impartiality when it comes to

obtaining data from subjects (Ravitch & Carl, 2020).

In light of the aforementioned, the researcher can be relied upon to protect sensitive data.

Integrity is often cited in the literature as a component of trustworthiness (Melvin, 2019). To

ensure the study's legitimacy, the interview-guided questions was evaluated by researchers with

expertise in the topic. Given that the researcher was entering the respondents' complex milieu in

order to elicit replies to questions, the researcher exhibited empathic listening, understanding,

patience, and acceptance. The term "research credibility" refers to proving that the evidence that

backs up the findings and the argument based on the findings is strong (Melvin, 2019).

Validity

To establish validity, Creswell & Creswell (2018) advise using the triangulation

approach. It is a procedure in which the researcher employs a variety of data sources, techniques,

and theories throughout the research process (Marshal et al., 2021). This was accomplished
 63

through the use of a variety of data collection techniques; this research employed interviews,

survey and focus groups. If the data from two or more techniques all leads to the same result,

then this study is considered legitimate.

Reliability

To ensure qualitative reliability, Marshall et al. (2021) proposed that case study

research design and ultimately its procedures must follow the subsequent Marshall et al. (2021)

proposed that the researcher should document as many stages as feasible throughout the study.

Additionally, establishing a complete research process and database is required to assure

qualitative dependability. This study, as suggested by Creswell and Poth (2017), employed many

qualitative reliability approaches for qualitative data analysis. These include evaluating

transcripts for apparent errors, examining the codes' definitions' persistence throughout the

coding process, and finally, cross-checking codes generated by thorough analysis.

Data Collection and Management

The data collection process is crucial in research; hence, the technique and source of data

must be carefully chosen. The researchers will use purposeful sampling to identify and choose

participants for this study. As a consequence, the researcher will conduct interviews using guided

(semi-structured) questions that have been prepared and confirmed to be pertinent, clear,

objective, and open-ended. Additionally, the researcher conducted a survey (closed-ended

questions); and a focus group discussion, the efficacy of which is dependent on participants'

agreeing and disagreeing with one another in order to obtain insight into experiences. Again,

open-ended questions were used.

 64

Sampling - Tools and Techniques 

Sampling is a term that refers to the process of selecting individuals or instruments from

a specific population or grouping. Qualitative sampling often necessitates a flexible and adaptive

strategy for participant recruitment. Probability and non-probability sampling procedures are two

well-known kinds of sampling techniques that are often utilised. The researcher used the non-

probability approach in this investigation. Purposive sampling was selected specifically because

it is a qualitative, nonprobability sampling approach. Nonprobability sampling suggests that

participants are selected or recruited in a non-random way for research since the objective is not

to generalise findings to the population under study or to create a statistically representative

sample of the community (Kohler et al., 2019). Additionally, it is defined by its convenience,

quota sampling, and, most crucially, its judgemental nature. Qualitative researchers do not recruit

volunteers at random because they are only interested in instances that provide relevant

information about the subject under consideration (Kohler et al., 2019). Additionally, the study's

quota of 9 for the focus group participants restricts the study's breadth and duration. The mixed-

purposive sampling strategy was aided by the use of focus groups and elite interviews to collect

qualitative data since this method enables a better depth and comprehension of social issues.

Methods of Data Collection - Tools and Techniques 

To recap, this study conducted a critical examination of the strategic management of

people in a single Jamaican business process outsourcing (BPO) organisation, more precisely,

Collective Solution BPO Ltd.. The researchers gathered pertinent data through direct contact

with human resources experts and through the use of secondary sources. As such, the

researcher collected information by using focus groups and elite interviews.

 65

Focus Group

Johnson and Odhner (2021) described a focus group as a collection of people who have

certain traits and who convene to discuss a certain problem or subject. The purpose of a focus

group interview is to gather high-quality data in a social environment (Creswell & Creswell,

2018), which mainly aids in understanding a particular topic from the perspective of the study

participants (Johnson & Odhner, 2021). For the objectives of this study, focus group talks was

held with Collective Solution BPO Ltd.'s human resource staff. Purposeful random selection

techniques was used to identify people who meet standards or exhibit certain traits for the focus

group. Individuals was chosen for the sample approach based on their occupation and job

description. This strategy fostered a comfortable atmosphere and facilitated the open exchange of

opinions among the 9 human resources professionals from each team at any given time.

Additionally, team separation enables the researcher to do a comparison analysis of the focus

group replies to see how the viewpoints aligned, as well as collect a diverse cross-section of data.

In support of the above, a focus group discussion is seen as useful since it is less

expensive to administer versus conducting interviews, and the researcher is able to better explore

comments supplied in order to generate discourse (Johnson & Odhner, 2021). Alternatively,

Johnson and Odher (2021) state that employing focus group discussion may be unfavourable

since it may be difficult to gather members of the same teams in one location to enable the

debate.

Survey

A short survey was used to capture the view of all staff members, excluding the

Managers and Director. This survey employed primarily closed-ended question so that

probability to the issue being investigated may be garnered.

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Elite Interviews

Elite interviews have typically been used to acquire data in qualitative research.

According to Li (2021), they are semi-structured or ad hoc in-depth probing techniques. In

general, an interview is defined as a conversation between two or more individuals. Interviews

differ in terms of their length, format, and formality. However, two guiding principles remain

consistent: 1) focus on a single issue and 2) engagement by way of face-to-face, email, or phone.

The interviewees are subject-matter experts and professionals. The benefits of doing elite

interviews are that they supply a plethora of information that should be reliable (Li, 2021). Li

(2021) said that this second data collection tool enables comparison or cross-examination of data

collected throughout this investigation.

Data Analysis Procedure

Analysing data gathered during key informant interviews was a difficult task.

Determining the validity of information gained from a source might be difficult at times (Saldana

& Omasta, 2021). Thus, the data in this research was analysed qualitatively, with an emphasis on

deriving meaning from participants' lived experiences (Creswell & Poth, 2017). This is important

for this research because it looks at conscious knowledge of the world from a subjective or first-

person point of view (Saldana & Omasta, 2021).

The triangulation technique was used to analyse the data. This comprises collecting data

on the same subject using many methods in order to ensure the validity of the research.

Additionally, thematic analysis was used. This is a qualitative data analysis method that is often

used in collections of texts such as interview scripts. The researcher carefully examined the data

in order to identify recurring themes, topics, ideas, and patterns of meaning using the ATLAS.ti

qualitative data analysis programme.

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Constant Comparative Analysis  (the Type of Data Analysis Tool)

The researcher must comprehend the facts that have been gathered. This is accomplished

through the use of data analysis. According to Reed (2004), data analysis in qualitative research

is the methodical search for meaning in acquired data. It simply aims to condense enormous

amounts of data from many sources in order to do analysis on the research subject under

consideration. The researcher was studying specific data, such as interview transcripts and audio

recordings, and encountered issues; hence, these tools assist in reorganising the chaotic data.

Reed (2004) states that the process may be very complex, time-intensive, and challenging.

Qualitative data analysis guarantees that a procedure is followed, which results in a less chaotic

interpretation of the data. Ravitch and Carl (2020) defined analysis as the process of identifying,

analysing, and interpreting patterns and themes in literary content with the goal of discovering

how these patterns and themes might help answer the research question. Melvin (2019) asserts

that the constant comparative analysis technique is best for massive, chaotic data and is often

used by researchers doing observations, interviews, and document analyses. Additionally,

according to one source (Marshall et al. 2021), the technique breaks data down into distinct items

and codes them. Typically, two categories arise from this: observations obtained from

participants' replies to questions and their social background, and the actual material considered

relevant to the inquiry by the researcher.

The data analysis process progresses, content refinement occurs, and categories and

definitions may change as units are evaluated and classified. Because data is not constant and

understandings evolve throughout time, new linkages between categories may emerge as the

study proceeds (Marshall et al. 2021). Marshall et al. (2021) summarised the constant

comparative method as follows: the researcher codes and analyses data simultaneously in order
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to improve concepts; by continuously comparing isolated incidents in the records, the researcher

optimises these notions, recognises their qualities, explores their relationships to one another,

and combines them into a comprehensible explanatory framework.

To elicit perspectives on attrition issues, the researcher conducted a focus group, survey

and interviews with human resource professionals. The researcher anticipates a high number of

responses, making data organisation very challenging. However, by using the comparative

technique, researchers may simply categorise and theme responses. This makes data analysis

more feasible, since instead of concentrating on individual responses, themes were created from

the many categories, allowing for appropriate examination of the data. Additionally, the

researcher profited from the understanding that linkages might exist across distinct categories to

interpret and evaluate any correlations. After collecting raw data using qualitative data collection

techniques, frequent comparisons and information reduction occurred to ensure that information

is condensed and readily comprehended. Continuous categorization refines the information until

what Marshall et al. (2021) refer to as "theoretical saturation" happens.

Reduction of data, as Reed (2004) refers to it, spectroscopy coding, it is a word that refers

to three types of analysis: open coding, axial coding, and selective coding, all of which are used

to capture all the data collected throughout the data gathering process (Reed, 2004). The same

source also outlined his framework for coding, which may be summarised as follows: Open

coding, which is the examination, comparison, conceptualization, and categorization of data, as

well as the classification of items into thematic strategies and the evaluation of trends between

categories, Axial coding, which utilises the procedures for re-conceptualizing data in new ways

post-open coding, by establishing linkages between categories. This is accomplished through the

use of a coding paradigm that incorporates circumstances, context, interactional methods, and
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consequences. Thus, theories arise that explore the similarities and variations in the connections

between subtopics, as well as the purposes for which they are used. And finally, Selective

Coding: this method chooses the core classification while making reference to other categories,

validating correlations and filling in gaps in groupings that require further modification and

exploration.

Ethical Considerations

Ethical issues in research are a critical component that should assist the researcher

throughout the data gathering process and, more specifically, the handling of human participants.

In the realm of research, ethics is defined as the practise of doing good and minimising damage

to human study participants (Creswell & Creswell, 2018). The field of research ethics has

garnered considerable attention throughout the years, particularly in light of many cases

highlighted by studies such as the Tuskegee experiment that violated core ethical norms. To

make sure that the qualitative process is trustworthy, researchers need to think about a number of

ethical issues at different points in the process.

Confidentiality 

Conducting research with human subjects necessitates maintaining the confidentiality of

information disclosed by participants (Creswell & Poth, 2017). In this respect, and considering

the sensitive nature of the issue, the researchers used the information acquired prudently and

ensured complete confidentiality of participant information. To maintain privacy and anonymity,

the researcher established a mechanism for identifying replies from respondents during the focus

discussion that would be utilised (Creswell & Creswell, 2018). In this manner, no reaction can be

linked back to a specific individual. This approach is critical to ensuring that all participants'

rights and dignity are protected.

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Ensuring Adherence to Informed Consent 

Marshall et al. (2021) argue that researchers must guarantee that participants are fully

informed about the nature of their involvement prior to their informed permission. The

researcher advised all participants about the purpose of the study and the perspective from which

the data was presented. All participants were given the chance to choose their level of

engagement, and this was accomplished using the conventional approach of notifying

respondents through the use of an informed consent document (Creswell & Creswell, 2018).

Additionally, in accordance with this concept, each participant had the right to withdraw from

the study at any time, as stated in the informed consent declaration statement. If a volunteer gets

nervous while taking part in the study, he or she could stop at any time.

Do-no-harm 

This is a critical component of the study process because it examines the degree to which

the participants' general well-being is preserved (Creswell & Poth, 2017). Given the sensitive

nature of the study participants (human resource workers), participants were able to voice their

opinions freely and without fear of reprisal or pressure. If the study causes the participant

discomfort at any stage or for any reason, the researchers knew to halt the procedure to ensure

the subject's emotional well-being and to adhere to this precept.

Limitations

Due to the increased interaction between the researcher and the subject, this intrinsic

phenomenological case study is more biased than most other research approaches. A qualitative

investigation is viewed self-reported data; self-reported statistics are limited by the fact that they

are seldom objectively verified (Creswell & Creswell, 2018). There are, however, a number of

possible sources of bias in self-reported data that should be taken into account as limitations:
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1. This research has an exceptionally small sample size.

2. The responders in the research did not have any critical or confidential information about

the company's policies.

3. Respondents attributed favourable events and results to their own company or

department, while attributing adverse events and outcomes to external sources; and

4. Participants exaggerated results or embellish events to make them seem more significant

than the available information indicates.

5. The outcomes of this research were predicated on the premise that respondents provided

the most accurate and complete information possible concerning the subject under

consideration.

6. Finally, obtaining necessary information was challenging, since research often involved

access to persons, organisations, or documents, which may be rejected or restricted for a

variety of reasons.

Delimitation

The study's primary constraint is that only human resources experts from Collective

Solution BPO Ltd. was consulted in order to provide a complete assessment of attrition

difficulties. To counteract this, the researcher consulted with experts from several specialised

teams within the human resources department who have varying academic backgrounds, as well

as secondary sources, to get a range of perspectives. This technique provides a variety of

viewpoints on behavioural logic that could be used to generate assumptions. As a result,

judgments formed may overlook the perspectives of a select few. Nonetheless, this study will aid

human resource professionals in their understanding of attrition logic.

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Summary

This study investigated the strategic management of people in a single Jamaican business

process outsourcing (BPO) organisation. Collective Solution BPO Ltd. is crucial to the creation

of universal norms of best practise in human resource management, particularly in an

unregulated sector such as the BPIAJ/GSAJ. Qualitative research is the type of investigation that

focuses on documenting and analysing unique shared experiences. In qualitative research

designs, the researcher's emphasis, assumptions, type of knowledge, and function all change

dramatically. Qualitative research places a premium on study design and the use of novel

methods of inquiry. Through this study, the researcher had some fundamental knowledge of the

issue and is seeking a more thorough understanding through the use of ambiguous data. The

research used qualitative case study methodology, which attempts to get a better understanding

of a subject by examining the knowledge and perspectives of certain respondents or subgroups.

The researchers sought to delve further into how social relationships contribute to and

exacerbate staff turnover and attrition complexity. The researcher performed an intrinsic case

study to get a deeper knowledge of a particular department within an organisation. The

researcher was on-site for an extended period of time (approximately two weeks) and had regular

contact with the human resources department under investigation. Ethical principles in

phenomenological research may protect the participants' interests and well-being while also

protecting the researcher from adverse conditions. The researcher needed to conceal certain

information about the respondents, such as their identities, to ensure their privacy and right to

anonymity (Marshall et al., 2021).

To ensure the validity of this study's findings, participants were encouraged to speak the

truth rather than a falsehood. Confirmability is a term that relates to the researcher's impartiality
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when it comes to obtaining data from subjects. Integrity is often cited in the literature as a

component of trustworthiness. To ensure the study's legitimacy, the interview-guided questions

was evaluated by experts. Dependability is crucial for trustworthiness since it assures that the

research study's outcomes are consistent and repeatable. Participants were encouraged to tell the

truth rather than a lie in order to maintain the authenticity of this study's results.

The researcher conducted a focus group, survey and interviews to elicit perspectives on

attrition issues. The researcher received a high number of responses, making data organisation

very challenging. Marshall et al. (2021) summarised the constant comparative method as well as

how it improves concepts. The data in this research was analysed qualitatively, with an emphasis

on deriving meaning from participants' lived experiences. The researcher examined the data in

order to identify recurring themes, topics, ideas, and patterns of meaning using the ATLAS.ti

qualitative data analysis programme.

Ethical issues in research are critical to ensure the qualitative process is trustworthy.

Researchers need to think about several ethical issues at different points in the process. These

include ensuring that participants' rights and dignity are protected, confidentiality and do-no-

harm (Creswell & Poth, 2017). If the research causes the subject discomfort, the researcher

stopped the study to ensure the subject's emotional well-being. In the preceding chapters of this

study, the information gathered was analysed qualitatively, with an emphasis on deriving

meaning from participants' lived experiences. The patterns, themes, and trends were presented

and discussed.
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Chapter 4: Presentation of Finding and Data Analysis

Overview of Data Analysis Process

This chapter will entail the presentation of data gathered by the researcher from three

primary sources. The data collected through the review of documentation, four elite interviews,

and a focus group consisting of 7 people will also be analysed using the constant comparative

approach as explained by Strauss and Corbin (1990). As such, the three stages of data analysis

will also be utilised accordingly: Open, Axial, and Selective Coding with the assistance of

ATLAS.ti. Upon reaching data saturation, strong and recurring thematic areas were distinctly

identified in each respective behavioural logic.

The participants for the four elite interviews were chosen based on their expertise and

knowledge in the human resources field. These would have been comprised of managers and

directors with direct oversight of the Jamaican operation. Participants selected for the focus

groups were from departments within the Collective Solution human resources team, namely,

people services, recruitment and selection, and learning and development. In an effort to provide

clarity and a guide for the focus groups, structured questions and vignettes were read to the

participants for them to create a more relatable approach towards answering the questions. This

approach was chosen because the researcher cannot assume that all terminologies used in this

study will be familiar to participants. As a result, upon reading the scenarios, they were able to

understand the definitions that were given and give effective responses.

The researcher began the data analysis process by transcribing verbatim audio recordings

from the focus group and elite interviews. A qualitative matrix (see appendices) was used to sort

and tabulate responses, facilitating open coding through (ATLAS.ti). The next step was to make
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linkages from the extracted data and categories based on the context of the phenomenon, which

is axial coding. Selected coding was used to identify the central themes, which are demonstrated

using tables and diagrams accordingly.

Records Analysis

Table 3

CS-SBY’s Attrition Figures (January 2020 – June 2022)

Steady Head Count 500 Employees

Attrite Employees since 01/01/2020- 01/06/2022 1,268 Employees
ATTRITION RATE (JAN 2020 – JUNE 2022) 253.6%
Attrite Employees 01/01/2020-31/12/2020 486 97.2%
Attrite Employees 01/01/2021-31/12/2021 580 116%
Attrite Employees 01/01/2022-15/06/20222 202 40%

Collective Solution BPO Ltd. (Sandy Bay, Hanover) has had a steady head count of about

500 employees from January 2020 to the current (pandemic years). Records shared with the

researcher indicated that since January 2020 to June 2022, a total of 1,268 employees (see

appendix for details) have been separated from the company. Further analysis revealed that 924

of these employees were considered "voluntary" as opposed to 344, which were "involuntary."

Chart 1

CS-SBY’s Separation Chart January 2020 to June 2022

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Analysis of the data also showed that of the 924 voluntary separations, 196 employees

abandoned their jobs and 728 employees resigned.

Chart 2

Voluntary Attrition Break-down for January 2020-June 2022

Analysis showed that of the 344 employees separated from CS-SBY involuntarily, 3 were

due to the employee's dying, 7 were made redundant in force, and 334 were terminated.

Chart 3

Involuntary Attrition break-down for January 2020-June 2022

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Further analysis of the voluntary data revealed that 479 employees resigned due to

personal issues, 223 employees resigned because they were offered a better opportunity

elsewhere, 31 resigned due to management issues, and 201 employees did not give a reason for

the separation.

Chart 4

Reasons for Voluntary Attrition (January 2020-June 2022)

Further break of the involuntary data revealed that 160 employees were ramped down,

169 employees were terminated because they breached the company policies, and 15 were

terminated due to poor performance.

Chart 5

Reasons for Involuntary Attrition (January 2020-June 2022)

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Survey Analysis

A questionnaire with 6 closed-end questions was distributed by the Human Resources

Team. There were 30 respondents. 100% of respondents believed that there was a difference

between strategic human resource management and traditional human resource management.

Chart 6

Do you know the difference between traditional human resources management and strategic

human resources management?

All respondents believed that strategic human resources management is important to the

continued success of CS-SBY.

Chart 7

Do you believe strategic human resource management is important to the continued success of

Collective Solution BPO Ltd.?

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In response to question 3, 26 respondents believed that the practise of strategic human

resource management has had an impact on employee retention, while 4 responded negatively to

this.

Chart 8

In your estimation, does strategic human resource management has an impact on employee

retention?

In comparison to the previous questions, when asked about SHRM practise at CS-SBY,

16 of the 30 respondents to the survey believed that strategic human resource management has
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not established and sustained a positive work environment at the company, while 14 of the 30

respondents believed it did.

Chart 9

Do you believe the Collective Solution’s practice of strategic human resource management has

established and sustained a positive work environment?

When asked if the HR department is vigilant about policy enforcement and employee

understandability, 9 of the 30 respondents answered positively, while 21 believed the opposite to

be true.

Chart 10

Is the HR department vigilant about policy enforcement, while ensuring that policies and

procedures are understood by all employees?

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Majority of the 30 respondents to the survey believed that CS-SBY is mindful of the

diversity that exists in our country today.

Chart 11

Do you believe that Collective Solution BPO Ltd. Is sensitive to people of all colour, race,

religion, background and sexual orientation?

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Analysing the Interviews

Theme: Reasons for Attrition at CS-SBY

To gauge respondents’ perception of the factors that contribute to the high attrition rate at

CS-SBY, the researcher presented the question in the elite interviews: why do you believe

employees leave Collective Solution? The responses were particularly centred around

compensation.

Respondent 1: “I believe employees generally leave due to better compensation.”

Respondent 2: “Employees leave Collective Solution because of various reasons such as:

seeking of ‘better’ opportunity, more appropriate compensation package, closer proximity to in

terms of travel distance, school, personal reasons etc.”

Respondent 3: “In general, individuals quit their employment at CS-SBY because they dislike

their supervisor, do not perceive prospects for advancement or development, or are given a

better job with a higher salary; these reasons have been consistent throughout the years.”

Respondent 4: “In addition to higher salaries and more prestigious job titles, several

resignation letters cited the desire to work remotely and with more flexibility. The latter is

already a reality for many. Beyond these considerations, however, employee turnover at CS-SBY

has shown a multitude of other subtle and emotional aspects that play a significant impact in

individuals' decisions to seek new opportunities.”

Theme: How to Lessen Employee Attrition at CS-SBY

When the question was posed, what do you believe can be done to lessen the attrition rate

at Collective Solution LLC? One respondent stated that in order for the company to reduce

attrition, it “... must conduct a feasibility assessment, which entails examining, from an HR
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perspective, whether the numbers and types of key people required to make the proposals

successful can be obtained in a timely manner and at a reasonable cost, and whether the

behavioural expectations assumed by the strategy are realistic, i.e., the retention strategy and

levels of productivity.”

Another responded stated that “the organisation must assess desirability, which entails

examining the consequences of strategy in terms of its HR rules, such as how a company with a

full employment policy would have to challenge a quick retrenchment plan. This method would

define objectives. These objectives would identify the primary challenges to be addressed and

are derived mostly from the company strategy's content. This results in two sorts of HR

objectives: better performance standards (contribution) and lower headcount loss

(composition).” A third respondent states that “It begins with recruiting determining the ways to

achieve their objectives... consistent with the necessity to react flexibly to change … the closer

the external and internal fit, the better the approach. External fit refers to the degree of

congruence between HR objectives and the requirements of the underlying company plan and

pertinent external circumstances. Internal fit quantifies the degree to which HR means follow

from HR objectives and other pertinent environmental factors, as well as the degree of

coherence or synergy among the different HR means.” A fourth responded believe that to ensure

retention CS-SBY must “Keep compensation and benefits current, encourage generosity and

gratitude, recognize and Reward employees, offer flexibility (Part time employment, hybrid

opportunities and work from home opportunities), improve employee engagement and prioritize

employee happiness.”
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Theme: Retaining Employees

CS-SBY’s SHRM initiatives to ensure diversity and equal opportunity

“At Collective Solution, we encourage and are open to diversity, whether it is in the form

of race, religion, sexual orientation, background etc., of our employees. As s family- oriented

organization, we endeavour to create a diversified workforce that has the required skill-set and

expertise, despite your background, race, religion etc. Any form of discrimination is not

tolerated and is considered a zero tolerance. This is evident through the implementation of our

Discrimination and Sexual Harassment Policy, that clearly and explicitly highlights the

company’s stance on discrimination and harassment. During our recruitment process, a

candidate’s religion, background, sexual orientation etc. does not dictate or play a role in

determining the individual’s employment success. There are minimum standards at each

recruiting phase that determines a person’s success. Also, during the on-boarding and

orientation stage, great emphasis is placed on highlighting the company’s stance with regards to

discrimination, by carefully reviewing the policy with all new hires.” One respondent answered

confidently during the interviews.

Understanding bias and raising awareness is the first step in bringing about meaningful

change. Managers must level the playing field and provide equal opportunity to each employee.

Diversity training allows employees to appreciate how cultural differences might impact the

work and relationships of co-workers. It may include topics like as time concepts,

communication tactics, self-identity, and conflict resolution. The organisation enforces a non-

discrimination policy. The policy reminders reacquaint staff with the expectations surrounding

these subjects and express our commitment to diversity and inclusion. Our recruiting procedure

involves a non-discrimination policy that is ingrained in the organization's culture. As a

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worldwide organisation, we gladly welcome and celebrate all types of diversity and inclusion.

The organisation routinely recognises the diversity of cultures, genders, nationalities, etc., by

instituting themed days centred on these factors. With this comprehensive integration, the

business can expand and preserve these characteristics. HR should be a strategic business partner

by ensuring that the right people are in place to fulfil key company objectives. Human Resources

may also drive workforce planning by analysing how disruptive changes affect people,

establishing future important competences, and assessing how supply and demand connect to

future skills shortages.

Effective change management organisations have aligned their human resource

management policies with their strategy and strategic change procedures. CS-SBY has realised

that change is intrinsic to strategies, and bad change management is often the cause of strategy

failure. Human resource experts may play an important role in the design and execution of

organisational change. They must pay close attention to change management while implementing

HR projects. This requires considering: Who was affected by the change? How will individuals

react? How can implementation problems (such as resistance or indifference to change) be

overcome? Another respondent outlined that “…having a robust recruiting process that reduces

the possibility of any bias or discrimination, by having various minimum standards of each

phase of the recruiting process that must be met by each candidate who applies. Second, all

company benefits are implemented and accessible to all employees of CS. Third, transfers,

promotions et cetera are not contingent on personal biases; however, each employee must meet

the criteria outlined in allowing them to be transferred or promoted.”

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CS-SBY’s HRD Influence on Inclusivity and Equity

During the interviews, all of the managers and directors agreed that the most important

factor in influencing inclusivity and equity is managing employee relations. Employee relations

aligns the organisation's goals to what must be done and what must be altered in staff

management. It also involves recruiting and maintaining a high-quality employee base. Investing

in Learning and Development, which would be providing an environment in which employees

are encouraged to learn and develop, while defining what the organisation wants to do in the

long term to develop and implement reward policies, practises, and processes that will contribute

to the achievement of its business objectives and meet the needs of its stakeholders. In fact, one

respondent stated explicitly that “The process starts with talent management. How does the

company aim to "win the fight for talent" must be an ongoing concern for the recruiting staff,

This, I believe, necessitates a recruiting approach based only on fair play and equal

opportunity…This is done by announcing all HR policies to employees? If we are establishing an

entirely new set of policies, an information session is held. We have a policy website called CS-

Portal and any changes or updates to policies is announced there.”

It is believed that inclusivity and equity are accomplished by informing workers of all HR

regulations. An information session is convened if a whole new set of policies is being

developed. We have a policy website called CS-Portal, where policy changes and updates are

posted. This is achieved by the implementation of policies and procedures in conformity with

any changes to employment laws and regulations. ensuring that all policies are conveyed to and

readily accessible by existing employees. Include rules and procedures training in the onboarding

process for new workers. Ensure that employees are aware of their rights. Train managers so that

they can see potential issues and take actions to avoid a situation from deteriorating. This
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includes instruction on company regulations, labour laws, and best practises. This is addressed in

several ways. Our monthly policy reminder programme is one example. Each month, snippets of

different corporate policies are sent to staff in order to keep them informed of the organization's

rules and regulations. In addition, all corporate policies are freely available to all workers using

our company web application. In addition, if a suspected breach of a corporate policy has

occurred, the offender (s) must undergo the established disciplinary procedure. The procedure is

in conformity with the country's labour regulations. Other measures, such as the issuance of

disciplinary documents ranging from coaching to suspension and, in the most severe

circumstances, termination, are also used.

How does SHRM aims fit with CS-SBY’s Strategic Objectives?

“We do this by focusing on the internal objectives outlined in our HR strategy, which are

intended to complement the broader company objectives. Regardless of whether this is done

directly or indirectly, the HR team comprehends how it is occurring and how it contributes to

the development of CS-SBY. Without this, you risk your HR strategy being too isolated from the

rest of the business, and from upper management, reducing visibility and long-term efficacy.”

This is one response from the interview when asked about how CS-SBY SHRM and how it

coincides with the company’s strategic objective. In fact, the common emerging theme to this

query is that any HR initiatives created or implemented, while they serve to meet the objectives

of the department, would also be created in a manner that aligns with the overall objectives of the

organization.

The participants of the focus group and elite interviews feel that knowledge and

appreciation of CS-SBY's aims and business model may assist in identifying potential threats and

opportunities related to the quantity and calibre of human resources your organisation needs. In
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turn, this shows the main elements of CS-SBY's HR strategy and the virtuous cycle of providing

the company with all it needs for success. In addition, it is essential that the HR team has a high

level of skill in connecting crucial HR initiatives with their relevance to the success of the

company. In order to maximise organisational performance, this involves HR knowledge and the

identification of the required activities, as well as their interrelationships.

CS-SB’s HRD Grievance Procedure and Local Law Compliance

“We follow due process; we believe in due process. Fairness and equality, irrespective of

position in the company…” One respondent stated, the department of human resources reaches a

judgement that is acceptable to all parties by using conflict resolution techniques and legal

procedures. These are dealt with in accordance with the labour relations legislation. Timeliness,

due process, and equity are crucial to this procedure. Human resources specialists arbitrate

workplace disputes by interpreting corporate policy in accordance with labour and employment

law. Labour disputes, challenges, and infractions are addressed on a case-by-case basis. When

dealing with labour-related issues, it is not advised to use a more general approach. Even though

the situations are similar in nature, it is always essential to approach them with an open and

impartial attitude so that the right and unbiased action may be taken based on the organization's

norms and regulations.

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Chapter 5: Discussion

The factors affecting the high level of attrition at Collective Solution BPO Ltd.

The Link between Strategic Human Resources Management and CS-SBY Attrition

The connection between attrition and remuneration has long been a source of contention.

The Great Resignation has been spurred by workers re-evaluating their worth and seeking more

from their employers. According to Gittleman (2022), when faced with several appealing

possibilities, talent does not abandon their field; rather, people evaluate what is most important to

them. The COVID-19 phenomenon inspired a large number of career professionals to search for

methods to give their lives more meaning, including the pursuit of more challenging and

fulfilling work. Employees want to be a part of high-performing teams with a healthy culture.

Consequently, organisations cannot depend only on compensation to retain workers. To be

successful in a world with so much information and so many choices, employers need to be more

open, fair, and equal (Horn, 2021).

The interviews and focus groups revealed that employees are more likely to quit their

present job for a position that offers greater pay, additional perks, or a better work-life balance.

In reality, during the researcher’s CS-SBY reflective observation, it was indicated that the lower

the compensation, the quicker a person may find a new job, and that workers with children at

home are the most likely to quit the organisation. Thus, the need for flexibility and efficacy has

led to a variety of organisational reorganisations, such as structures emphasising collaboration,

enlarged roles, and non-traditional work arrangements. All human resource systems, including

remuneration, must incentivize the types of competent human performance required (Horn,

2021). However, the majority of companies believe in adhering to the favoured model of paying
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market rates with programmes that recognise short-term performance but not long-term growth.

Before adjusting a compensation system to represent the multiple variables of behaviour, talents,

and experience that contribute to the kind of performance the organisation demands, this is one

of the most difficult tasks for a human resource professional, since there are several factors to

consider (Gittleman, 2022). Numerous organisations are experimenting with compensation

packages that include variable pay components tied to work performance, competency skill

development, and desirable team and leadership behaviours.

Under the guidance of Rawls' theory of justice, Kant's theory of morality, and Maslow's

hierarchy of needs, reward systems must meet both the organization's need to manage its pay bill

and the employee's need for fair remuneration for his or her work. Reward systems are an

effective means of expressing to employees what is valued and what is not in a firm and thus

have a high symbolic value for employees. As a consequence, they have a greater impact on

employee attitudes and behaviour than collaborative rhetoric or value declarations. Theoretically,

reward systems are meant to be motivating by offering appropriate incentives and recognition for

desired accomplishment. This goal might or might not be met by programmes that only look at

the monetary side of compensation.

The history of personnel management, and management in general, The previous two

decades have been littered with approaches and fads like assessment centres, career planning,

competency analysis, merit rating, management by objectives, job enrichment, job evaluation,

organisational development, performance related pay, performance management, quality circles,

and systematic training, and (Gittleman, 2022 & Horn, 2021). These have often been

implemented piecemeal and have failed to have a significant influence on performance much too

frequently. Horn (2002) identifies each of these strategies as having the potential to contribute to
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the improvement of organisational performance, but only if they are implemented separately and

with the strong endorsement of senior management as something they see as essential to their

capacity to get things done. (Horn, 2021).

Speaking with the staff at CS-SBY in the focus group underlined that a cohesive strategy

implies combining and, when required, coordinating the many strategies available to guarantee

that additional value is generated from their combined effect. The majority of respondents

believe that a coordinated accession to human resource management can only be achieved when

the entire executive team collaborates in establishing and administering a procedure to minimise

employee turnover. In this case, all members of the group agree that a practitioners serve as an

enabler and guide by presenting recommendations, bringing disparate strands together, and

assisting colleagues in executing those ideas into effect.

Strategic human resource management impacting employee retention

The impact of Strategic Human Resource Management on employee retention

The managers and directors at CS-SBY were polled for their thoughts, and all four

interviewees agreed that there was a link between strategic human resource management and

employee retention (See appendix individual responses). The most profound response was that.

The most profound response was that “retaining workers requires intentional efforts to maintain

employee motivation and concentration so that they choose to stay employed and are fully

productive for the organization's benefit. A thorough employee retention programme may be

crucial in recruiting and maintaining key personnel, as well as decreasing turnover and its

associated expenses. All of these factors contribute to the productivity and overall business

success of a firm. Retaining a quality employee is more efficient than recruiting, training, and

orienting a substitute employee of the same calibre.”

 92

The respondents believed that there was a relationship between strategic human resource

management and employee retention since organisational performance is the process of

cascading and controlling business goals and objectives across an organisation. Strategic HRM

enables the assessment of attrition factors via the study of HR data, thus giving helpful

information for retention initiatives. Strategic human resource management influences employee

retention because, if a company is able to recruit the "right match" and keep its people engaged

and focused, it is able to retain its personnel. By emphasising a number of rigorous HR activities,

including recruiting, training, job design, participation, collaboration, work-life balance, and

incentives, strategic human resource management practises contribute to competitive advantage

and promote employee retention. This is seen as a significant aspect in achieving work-fit, which

means that, in the long term, individuals may also enjoy a better fit with the organisation.

According to Kairinos (2022), it is necessary to preserve the involvement, health, and

relationships of team members. A collegial work environment in which everyone has a voice

may provide business-advancing strategic proposals. If an employee feels connected to their

company, it is mostly due to their managers' efforts to inspire, motivate, and support them on

their career path. The respondent of the elite interview believes that to achieve organisational

success, relevant and efficient workforce planning requires strategic human resource

management. Strategic human resource management is essential because it enables an

organisation to recruit and maintain the "correct fit" for the numerous vital positions that exist

within it. It enables the organisation to have healthy attrition and reduces the company's attrition

rate and costs. Strategic human resource management is the foundation of a successful company

as it ensures that the entire organisation is working cohesively to accomplish its goals. This

raises the chance of success for the firm. Attributed to the reason that people are the
 93

organization's primary driver, strategic human resource management in a business is of

paramount significance. In this sense, CS-SBY must be able to execute well-planned and well-

considered human resource strategies in order to synchronize and direct human resources in the

direction of higher production. A professional human resource strategy will enable CS-SBY to

maintain good relationships with its employees and to live in harmony with its host community.

During the focus group discussion, it became clear that CS-SBY's strategic human

resource management initiative is beneficial for a number of reasons. A well-defined plan

explains the HR staff's responsibilities. It specifies the size, structure, and cost of necessary

resources and ensures that all HR operations is consistent with organizational goals, which is the

most important requirement. If an organisation lacks the organisational capacity to achieve

market leadership in its chosen industry, its executive team would be advised to revise its

objectives. Whether a business is driven by its products or its services, it must have the finest

human resources available to provide those products or services. Strategic planning is impacted

by Human Resource Management. They are accountable for providing strategic solutions to

workforce-related challenges that hinder the organisation's capacity to achieve its performance

and productivity objectives. Infrequently, these inadequacies relate to critical systems

and procedures, but more commonly critically for HR—they pertain to the calibre of the staff, its

commitment, and its capacity to achieve organisational success.

Understanding CS-SBY and its areas for establishing the HR interventions that will form

the foundation of CS-HR SBY's strategy requires a competitive advantage as a prerequisite. In

fact, one respondent stated emphatically that “to match the business and HR demands, a critical

question must be answered: Can your organisation’s capabilities meet its business objectives?...

The function is commonly accused of lacking a comprehensive understanding of its business,

 94

objectives, and strategy for accomplishing these objectives, as well as its business model and

delivery method for clients. For those who already comprehend the needs of their business, it is

simple to determine where the company's core strengths are strongest and where they are

weakest.” After analysing the interview and focus group discussion, there was consensus that

strategic human resource management may be beneficial by educating managers to communicate

effectively, keep their word, and be straightforward about employee-related issues. Modern

employees may not anticipate spending their whole careers with a single company; hence,

retention strategies must be updated appropriately. CS-SBY must focus on maximising a user's

duration and upgrading their experience in order to increase the likelihood that they will refer

others, return at some point, or become a client. It is not an issue of reducing employee turnover

but increasing employee retention. Strategic human resource management can help CS-SBY to:

1. Respond to employee concerns provide the actual job description

2. Establish robust opportunities for onboarding, mentorship, and growth.

3. Make stay interviews a priority, not exit interviews.

4. Provide accommodation

5. Frequent communication is essential.

 95

Chapter 6: Recommendation and Conclusion

When asked the question during the focus group discussion of what can be done to ensure that

CS-SBY’s HRD enhances industry best practises at CS-SBY, the responses were:

Respondent 1: “I believe we must be specialists in the way work is structured and done, offering

administrative efficiency to decrease costs while maintaining quality; Become an advocate for

workers by forcefully advocating their problems to senior management and trying to boost

employee contribution, that is, employees' commitment to the business and their capacity to

produce outcomes.”

Respondent 2: “HR should not be characterised by what it does, but by what it produces:

outcomes that increase the value of the firm to customers, investors, and workers. Become a

partner with senior and line managers in strategy execution, helping to enhance planning from

the conference room to the marketplace.”

Respondent 3: “Become an agent of continual transformation by establishing procedures and a

culture that increase an organization's adaptability to change. Communicate the significance of

soft, people-focused concerns; Define and be responsible for HR deliverables Invest in cutting-

edge HR procedures.”

These are the typical answers when dealing with HR staff members. The researcher

demonstrates the correlation by discussing one of the most prominent theories of motivation.

Maslow's Hierarchy of Demands posits that humans are first driven by physiological goals and

then by intrinsic needs such as self-actualization. Will translating these demands into the

workplace encourage the employee? Consider each of them from a professional perspective.

From a professional standpoint, workers can not fear losing their jobs or get inadequate health
 96

care and compensation. If companies are able to fulfil all of the aforementioned criteria, does this

imply that employees are inherently more satisfied? The answer is no. While employers should

consider these demands, they will not determine an employee's decision to remain or leave CS-

SBY on their own. According to Rawls, a fair distribution principle in the workplace is such that

a rational actor would choose it if his self-interest were constrained in this way. Anticipating the

likelihood that the preceding principles may be violated, the recommended response to this issue

is, from behind the veil of ignorance, the principles of compensating justice. Last but not least,

Kant's morality teaches us that the fundamental principle of fairness and universalisability entails

that there be consistent laws that are adapted for everyone and that there cannot be different rules

for me and others.

Attrition must be addressed in the BPO sector using a non-linear strategy. Maslow's

Hierarchy of Needs, Rawls' theory of justice, and Kant's theory of morality provide a non-linear

model that identifies the needs that are most probable to function as retaining attributes for all

employee activity. CS-SBY requires the development of a model that satisfies the requirements

of both the employer and the employee.

Recommendation - The Win-Win-Win Model (Papakonstantinidis, 2019)

Chart 12

The Win-Win-Win Model

 97

The Win-Win-Win approach is predicated on the premise that workers must be socially

contained from other firms at each level to reduce turnover and its effect. Plans can be short-term

or long-term, and their goals can be to prevent problems or deal with them if they happen.

(Papakonstantinidis, 2019). The goal of the win-win-win model (the Papakonstantinidis Model)

is expansion. It must be understood that establishing a socially local level is mostly dependent on

social trust relationships between individuals: social integration.

Short Term Mitigation Plan

Break Even Period

To recoup the expense of the employee, one of the goals at this level ought to be retaining

the employee over a certain time frame (break even period). This should be made a policy

requirement so that corporations consider it when hiring new employees.

Small Tenure Bonds

Once this time (break even period) has been determined, stringent measures may be taken

to guarantee that personnel do not quit the organisation before this minimum period ends. The

requirement that the employee and employer sign a bond is one such approach.

80 - 20 Rule

CS-SBY should prioritise the 20% of roles that contribute 80% of the productivity. The

management must pay additional attention to the retention of these selected employees.

Short Term Contingency Plan

Maslow's Hierarchy of Needs will be realised by emphasising a work environment conducive

to employee motivation. It includes a work environment that is enjoyable and conducive to work,

as well as a casual work culture that fulfils the needs of youthful employees. This is required to
 98

make up for the limited social life resulting from the nature of the employment. The following

measurements may also be included:

1. Having a creche at the office would also aid in the same way.

2. Flexible Salary Arrangements

3. Variable compensation depending on performance "working from home" on an as-needed

basis

4. Added advantages, like sponsored vacations,

5. Periodically rotate staff across departments such as quality, operations, etc., so that they

do not get bored with the same repetitive tasks.

6. Paternity and Marriage Leave gyms and other recreational possibilities.

7. Hybrid Work/Flexi-Work/Flexi-Place/Flexi-Hours

Long Term Mitigation Plan

The long-term mitigation methods are actions made by the company's leadership to minimise the

impact of attrition such that CS-SBY incurs no long-term losses:

1. Defining job functions would help mitigate the impact of employee turnover. So, clear

documentation of the process and the tasks accomplished is essential so that the process

does not rely on an individual.

2. planned succession for the organization's important roles to expedite replacement.

3. Evaluation and certification can also help make a pool of marketable people with the

benchmarked skills needed for front-line management.

Long Term Contingency Plan

Long-term contingency plans are an attempt by the sector to reduce overall turnover.
 99

1. To cut down on training costs, the BPO industry must work with the government to

create and implement high school and college courses that meet the needs of the industry.

2. To limit personnel poaching within an industry, bilateral agreements should be struck

between businesses. The industry is establishing fundamental standards and emphasising

an ethical code.

3. All industry participants should maintain a shared database to guarantee that they do not

compete for the same resources.

4. Education and continual development for the workforce should be prioritised, as well as

financing workers in post-graduate schools and treating applicants and employees

similarly to how one treats consumers.

Conclusion

Strategic human resource management is necessary because it helps an organisation

attract and retain the "right fit" for crucial roles. The strategic human resource management effort

of CS-SBY is advantageous for a variety of reasons. A well-defined plan defines the

responsibilities of HR personnel. It determines the needed resource's size, cost, and structure. and

ensures that all HR activities are aligned with company goals. The leaders of CS-SBY SHRM

believe the HR department must comprehend the company's strategic goals and their place

within them. HR initiatives must also be developed in accordance with the organization's

overarching goals. Without this, CS-SBY's HR strategy risks being too disconnected from the

rest of the organisation. By interpreting business policies in conformity with labour and

employment law, HR professionals arbitrate workplace conflicts. Timeliness, fairness, and due

process are essential to this method. It is critical that the HR staff have a high degree of

proficiency in tying key HR activities to the success of the business.

 100

The Win-Win-Win concept is predicated on the idea that workers must be separated from

the outside market at each level to reduce turnover and its repercussions. Short-term and long-

term plans, as well as the usage of mitigation and contingencies, vary based on duration. Among

the actions that may be taken to alleviate the effects of turnover include flexible salaries, working

from home as required, and employee rotation among departments.

 101

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Appendix A – Request for Site Authorisation

Letter to the Director of Site Operation

The University of the West Indies

May 18, 2022

Marla Johnson-Evans
Human Resource & Administration Manager
Collective Solution BPO Ltd.
1 Jasmin Blvd.
Sandy Bay, Hanover
Jamaica

Dear Marla Johnson-Evans:

In partial completion of my Master of Science Degree requirements at the University of

the West Indies, I, Jodi-Ann Sonieka Watt, request permission from your office to do qualitative

research on your Site for my thesis titled:

The Impact of Strategic Human Resource Management at Collective Solution BPO Ltd. in

Jamaica on Employee Attrition: A Case Study.

Attrition in the business process industry is one of the most serious concerns confronting

Jamaica's developing economy. Attrition has a wide range of implications for businesses,

including financial losses (due to training and administrative costs, high recruiting costs),
 107

incompetent procedures, and incapacity to provide services for highly complex processes (Priya

et al. 2019). Attrition often happens in two ways: individuals leaving the sector and individuals

changing employment inside the industry (Jain, 2020).

This qualitative study begins with an assumption, a worldview, the possibility of using a

theoretical lens, and an evaluation of research questions in order to establish the meaning that

individuals or groups ascribe to a social or human situation. It is unknown to what degree

Collective Solution BPO Ltd.'s strategic human resource management contributes to the high

incidence of attrition. To study this topic, a qualitative researcher must use a developing

qualitative approach, data collection in a natural setting that is sensitive to the people and places

under examination, and inductive data analysis that develops patterns or themes. The final

written report or presentation contains participant perspectives, the researcher's reflexivity, and a

thorough description and analysis of the situation; it also contributes to the body of knowledge or

signals a call to action.

The researcher seeks to delve further into how social relationships contribute to and

exacerbate staff turnover and attrition complexity. The researcher will perform an intrinsic case

study to get a deeper knowledge of a particular department within an organisation. The

researcher is requesting access to the human resources staff for an extended period

(approximately three weeks) conducting elite interviews and focus groups. All information was

held in the strictest confidence. I am hoping that this request was granted.

With best wishes,

Jodi-Ann S. Watt
 108

Letter to the Director of Global Human Resource

The University of the West Indies

April 08, 2022

Agustin Trevino
The Director Global Human Resource
C/o Collective Solution BPO Ltd.
1 Jasmin Blvd.
Sandy Bay, Hanover

Dear Agustin Trevino:

In partial completion of my Master of Science degree requirements at the University of

the West Indies, I, Jodi-Ann Sonieka Watt, request permission from your office to do qualitative

research on your Jamaican Team for my thesis titled:

The Impact of Strategic Human Resource Management at Collective Solution BPO Ltd. in

Jamaica on Employee Attrition: A Case Study.

Attrition in the business process industry is one of the most serious concerns confronting

Jamaica's developing economy. Attrition has a wide range of implications for businesses,

including financial losses (due to training and administrative costs, high recruiting costs),

incompetent procedures, and incapacity to provide services for highly complex processes (Priya
 109

et al. 2019). Attrition often happens in two ways: individuals leaving the sector and individuals

changing employment inside the industry (Jain, 2020).

This qualitative study begins with an assumption, a worldview, the possibility of using a

theoretical lens, and an evaluation of research questions in order to establish the meaning that

individuals or groups ascribe to a social or human situation. It is unknown to what degree

Collective Solution BPO Ltd.'s strategic human resource management contributes to the high

incidence of attrition. To study this topic, a qualitative researcher must use a developing

qualitative approach, data collection in a natural setting that is sensitive to the people and places

under examination, and inductive data analysis that develops patterns or themes. The final

written report or presentation contains participant perspectives, the researcher's reflexivity, and a

thorough description and analysis of the situation; it also contributes to the body of knowledge or

signals a call to action.

The researcher seeks to delve further into how social relationships contribute to and

exacerbate staff turnover and attrition complexity. The researcher will perform an intrinsic case

study to get a deeper knowledge of a particular department within an organisation. The

researcher is requesting access to the human resources staff for an extended period

(approximately three weeks) conducting elite interviews and focus groups. All information was

held in the strictest confidence. I am hoping that this request was granted.

With best wishes,

Jodi-Ann S. Watt
 110

Appendix B. Informed Consent

Title of Research Paper: The Impact of Strategic Human Resource Management at Collective
Solution BPO Ltd. in Jamaica on Employee Attrition: A Case Study.
Name of Researcher: Jodi-Ann Sonieka Watt
Contact information of Researcher: jodiann.watt@my.open.uwi.edu OR 876-288-4933

i. Purpose and Background

Historically, the bulk of studies on the link between human resource management and
organisational performance has focused on domestic operations in the United States, Europe, and
Asia (Jain, 2020). The study's primary objective is to investigate and grasp Collective Solution
BPO Ltd.'s human resource management. The core premise of the proposed study is that
Collective Solution BPO Ltd. has a key role to play in the development of Jamaica's strategic
human resource management practises. This research will critically investigate the strategic
management of people in a single Jamaican business process outsourcing (BPO) organisation,
more particularly, Collective Solution BPO Ltd.. The proposed study was focused on the ideal
that Collective Solution BPO Ltd. is crucial to the creation of universal norms of best practises in
human resource management, particularly in a burgeoning unregulated sector such as the
BPIAJ/GSAJ in this "great resignation" era.

ii. Procedures

The researcher will collect data by examining documents and conducting interviews with
participants. Rather than relying on a single source of information, the researcher will conduct
semi-structured interviews and focus group discussions. Finally, the researcher will construct
patterns, which will entail switching back and forth until themes are achieved.

iii. Risks

Participating in this research study has a risk of experiencing embarrassment, discomfort, and/or
inconvenience.

iv. Confidentiality

The study's records was kept as private. No identifying information about individuals was
included in any reports or publications emerging from the research. All transcripts from
interviews and focus groups was given a unique number identifier and kept separate from any
names or other identifying information.

v. Benefits of Participation
 111

Participating in this research project will provide you with no immediate advantage. Your
participation in this survey is intended to help the researcher learn more about the link between
strategic human resource management and attrition.

vi. Voluntary Participation

Your participation in this study is entirely optional and will have no effect on your connection
with the researcher or your employment status. If you agree to engage in this study, you have the
right to withdraw your permission and terminate participation at any time without incurring any
consequences.

vii. Questions

Should you have questions apropos this study, please contact Jodi-Ann Watt at
jodiann.watt@my.open.uwi.edu OR 876-288-4933

viii. Consent

Your signature below confirms that you have decided to participate in the study after
reading the above information and that you understand the information on this form.

Signature: ________________________________ Date: ____________________

 112

Survey Questionnaire

1. Do you know the difference between traditional human resources management and

strategic human resources management?

a. YES

b. NO

2. Do you believe strategic human resource management is important to the continued

success of Collective Solution BPO Ltd.?

a. YES

b. NO

3. In your estimation, does strategic human resource management has an impact on

employee retention?

a. YES

b. NO

4. Do you believe the Collective Solution’s practice of strategic human resource

management has establish and sustain a positive work environment?

a. YES

b. NO

5. Is the HR department vigilant about policy enforcement, while ensuring that policies and

procedures are understood by all employees?

a. YES

b. NO

6. Do you believe that Collective Solution BPO Ltd. Is sensitive to people of all colour, race,

religion, background, and sexual orientation? A. YES b. NO

 113

Elite Interview Script

1. Why do you believe employees leave Collective Solution?

Respondent 1
I believe employees generally leave due to better compensation.
Respondent 2
Employees leave Collective Solution because of various reasons such as: seeking of
‘better’ opportunity, more appropriate compensation package, closer proximity to in
terms of travel distance, school, personal reasons etc.
Respondent 3
In general, individuals quit their employment at CS-SBY because they dislike their
supervisor, do not perceive prospects for advancement or development, or are given a
better job with a higher salary; these reasons have been consistent throughout the years.
Respondent 4

In addition to higher salaries and more prestigious job titles, several resignation letters cited the
desire to work remotely and with more flexibility. The latter is already a reality for many.
Beyond these considerations, however, employee turnover at CS-SBY has shown a multitude of
other subtle and emotional aspects that play a significant impact in individuals' decisions to seek
new opportunities.

2. Do you believe strategic human resource management is important?

a. Please Explain.
Respondent 1
Yes it is,strategic human resource management is necessary for employing a relevant and
effective workforce plan to achieve organisational success.
Respondent 2

Yes, it is, strategic human resource management is important as it allows the organization
to attract and retain the ‘right fit’ for the various key roles that exist within an
organization. It affords the company to have healthy attrition and reduce the attrition rate
and cost of the company.
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Respondent 3
Yes, Strategic human resource management is the basis of a good business because, when
done correctly, it guarantees that the whole organisation is working together to achieve its
objectives. This increases the business's likelihood of success.

Respondent 4

Yes, the significance of strategic human resource management in a business cannot be

overstated owing to the fact that people are the organization's driving force. In this
regard, CS-SBY must be able to execute well-planned and well-considered strategic
human resource concepts to coordinate and channel human resources towards enhanced
productivity. A competent human resource strategy will enable CS-SBY to have positive
relationships with its employees and to live with its host community in a way that is
mutually beneficial.

3. Do you believe strategic human resource management has an impact on employee

retention?
a. Please Explain.
Respondent 1
Yes. Strategic HRM allows for the analysis of hr data to assess the drivers of attrition
thus providing useful statistics for effective retention plans.
Respondent 2

Yes. Strategic human resource management has an impact on employee retention because
once an organization is able to attract the ‘right fit’, keep their employees motivated and
focused, then they will be in a position to retain their employees.

Respondent 3

Yes, as retaining workers requires intentional efforts to maintain employee motivation

and concentration so that they choose to stay employed and are fully productive for the
organization's benefit. A thorough employee retention programme may be crucial in
recruiting and maintaining key personnel, as well as decreasing turnover and its
associated expenses. All of these factors contribute to the productivity and overall
 115

business success of a firm. Retaining a quality employee is more efficient than recruiting,
training, and orienting a substitute employee of the same calibre.

Respondent 4
YES. SHRM practises contribute to competitive advantage and increase staff retention by
highlighting a series of intensive HR activities, such as recruitment, training, job design,
participation, teamwork, work-life balance, and rewards. This is viewed as an important
factor in the attainment of job fit, which in the long run suggests that people may also
experience a better fit with the organisation.

4. How do you consolidate human resource initiatives with overall company objectives?

Respondent 1
The goals and strategies of HR initiatives must be aligned with the objectives of the
organization. Each undertaking should be mapped to a specific outcome that ties in with
the company’s goals.
Respondent 2
Any HR initiatives created or implemented, while it serves to meet the objectives of the
department; it would also be created in a manner that aligns with the overall objectives of
the organization.

Respondent 3

Examining workforce planning, organisational capabilities, organisational growth and structure,

diversity and inclusion, and the integration of change management are used to achieve this

objective.

Respondent 4

We do this by focusing on the internal objectives outlined in our HR strategy, which are intended

to complement the broader company objectives. Regardless of whether this is done directly or

indirectly, the HR team comprehends how it is occurring and how it contributes to the

development of CS-SBY.
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Without this, you risk your HR strategy being too isolated from the rest of the business, and from
upper management, reducing visibility and long-term efficacy.

5. How do you handle policy enforcement to ensure that all employees understand and
adhere to company policies?
Respondent 1
Policy enforcement is a process that requires effective communication. Utilizing effective
platforms to ensure that all employees are educated on the policy. Facilitating queries and
providing an interpretation of the policies also aid employee awareness, with clarity and
conformity. Implementing a robust disciplinary process that allows reporting breaches
and administering the related penalty in an unbiased manner.
Respondent 2
This is handled in various ways. One such is our monthly policy reminder initiative.
Each month snippets of various company policies are shared with the employees in order
to keep them abreast with the rules and regulations of the organization. Additionally, all
company related polices are easily accessible to all employees via our company portal
application. In addition, once there is a possible violation of a company policy, the
individual/s are required to go through the disciplinary process that is in place. The
process used is in accordance with the labour laws of the land. Finally, other strategies
are also used, such issuing of disciplinary documentation, ranging from a Coaching, up to
a Suspension, and in most extreme cases, termination
Respondent 3

This is accomplished by implementing policies and processes in accordance with any

modifications to employment laws and regulations. Ensuring that all policies are communicated

to current workers and are easily accessible to them. Include training on workplace rules and

procedures in the onboarding process for new employees. Ensure that workers understand their

rights. Train managers so that they can identify possible problems and initiate measures to
 117

prevent a situation from worsening. This involves education about corporate rules, labour laws,

and best practises.

Respondent 4

This is done by announcing all HR policies to employees. If we are establishing an entirely new

set of policies, an information session is held. We have a policy website called CS-Portal and any

changes or updates to policies is announced there. 

6. How do you establish and sustain a positive work environment?

Respondent 1
Through an active engagement program, and an open-door policy. Ensuring that the
employees’ concerns /grievances are addressed in a timely and fair manner and there is
no retaliation for reporting concerns.
Respondent 2
To achieve this, you must first be aware of the opinions and thoughts of the employees.
Regular’touch-base’ forums are great avenues to utilize in order to know. In addition,
use of surveys are also tools that can be used to gathered useful information from the
employees. Through these mediums, various programs or benefit schemes can be created
and implemented in order to aid in creating and sustaining positive work environment.
Effective management skills also play a vital role as well. This will aid in ensuring that
the company’s objectives pertaining to the employees are carried out in fair and
transparent manner.

Respondent 3
 118

Devote as much time as required to ensuring that everyone is on the same page, and

engage leadership, long-term staff, and HR professionals to ensure that all relevant

parties have a voice.

Respondent 4

Outline the goals of each team so that staff have measurable outcomes to achieve. Create

a good, inclusive work environment by inviting people of all backgrounds and valuing

their diversity. Create a good, inclusive work environment by inviting people of all

backgrounds and valuing their diversity.

7. How do you handle challenges, labour disputes, and violations?

Respondent 1
These are handled in full conformity with the labour relations code. Key to this process is
timeliness, due process and fairness.
Respondent 2
Handling of labour disputes, challenges and violations are done on a case-by-case basis.
It is not recommended to utilize a blanker approach when dealing with labour related
matters. Even if the issues are similar in nature, it is always advisable to have an open
and unbiased mind when handling matters, so that the appropriate and unbiased action be
taken based on the rules and policies of the organization.

Respondent 3

Human resources professionals arbitrate workplace conflicts by interpreting company

policies through the guidance labour and employment legislation.

Respondent 4
 119

The department of human resources uses dispute resolution methods and due process to

produce a decision that is agreeable to all parties.

8. Tell me about the initiatives in place that will help the company grow and scale while
maintaining diversity?
Respondent 1
Our hiring process incorporates a non-discrimination policy which is culturally embedded
in the organization. Being a global company, we readily embrace and celebrate diversity
and inclusion in its varied forms. The company frequently celebrates the differentiation in
cultures, genders, ethnicities etc. by establishing theme days that focus on these elements.
With this full-scale integration, the company can scale and maintain these attributes.
Respondent 2
These include: 1). Having a robust recruiting process that reduces the possibility of any
bias or discrimination, by having various minimum standards of each phase of the
recruiting process that must be met by each candidate who applies. 2). All company
benefits are implemented and accessible to all employees of CS.3). Transfers, promotions
etc are not contingent on personal biases; however, each employee must meet the criteria
outlined in allowing them to be transferred, promoted etc…

Respondent 3

In this approach, HR should be a strategic business partner by ensuring that the necessary
people is in place to achieve fundamental corporate goals. HR may also drive workforce
planning by analysing how disruptive developments impact people, defining future key
competencies, and evaluating how supply and demand relate to future skills shortages.

Respondent 4

Employees who are engaged and satisfied are more likely to be productive, effective, and
driven. Additionally, individuals are more likely to remain with a company if they have
job satisfaction, a supportive management, and the opportunity to do important work.
Particularly, employee engagement has been linked to organisational and financial
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performance. It is crucial to an organisation's performance to recruit, train, engage, and

retain qualified staff.

9. How do you ensure that the company is sensitive to people of all colour, race, religion,
background and sexual orientation?
Respondent 1
The company has a non-discriminatory policy that is enforced. The policy reminders re-
sensitise employees on the expectation regarding these matters and also communicates
our commitment to diversity and inclusion.
Respondent 2
At Collective Solution, we encourage and are open to diversity, whether it is in the form
of race, religion, sexual orientation, background etc., of our employees. As s family-
oriented organization, we endeavour to create a diversified workforce that has the
required skill-set and expertise, despite your background, race, religion etc. Any form of
discrimination is not tolerated and is considered a zero tolerance. This is evident through
the implementation of our Discrimination and Sexual Harassment Policy, that clearly and
explicitly highlights the company’s stance on discrimination and harassment. During our
recruitment process, a candidate’s religion, background, sexual orientation etc. does not
dictate or play a role in determining the individual’s employment success. There are
minimum standards at each recruiting phase that determines a person’s success. Also,
during the on-boarding and orientation stage, great emphasis is placed on highlighting the
company’s stance with regards to discrimination, by carefully reviewing the policy with
all new hires.

Respondent 3

At CS-SBY, diversity is defined as a measure of identity differences, such as gender, race, age,
sexual orientation, ability, and religion. Inclusion is a respect and admiration for these
differences; it is the conscious act of accepting and respecting diversity and equality. Hiring
individuals with varied backgrounds and supporting diversity initiatives are merely the
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beginning. Diversity, equality, and inclusion are interdependent, and for CS-SBY to see genuine
organisational transformation, we must develop a genuinely inclusive work culture. This
necessitates extending programmes beyond the employment process and ensuring equal
opportunity and respect at every employee touchpoint.

Respondent 4

Understanding prejudice and increasing awareness is the first step in effecting genuine change.
Managers must level the playing field and offer each employee with equal opportunities.
Training on diversity enables individuals to comprehend how cultural variations might influence
the work and interactions of co-workers. It might range from time conceptions and
communication techniques to self-identity and conflict resolution.

10. How can you guarantee that your human resources staff is up to speed on the most recent
changes and/or amendments to labour legislation?
Respondent 1
Having a membership with an active network keeps me apprised of changes and/or
amendments to labour legislation, which would be shared, examined, and discussed with
the team and integrated where applicable.
Respondent 2
To ensure this is achieved, regular meetings and updates should be provided to the staff
members in order to ensure that they are up to speed with the most recent changes.
Amendments and revision of various company policies can also be done in order to
ensure that while it aligns with the company’s objectives, it is also in accordance with the
law of the land.

Respondent 3
Regular liaison with representative from the Ministry of Labour regional office. I am
SHRM certified. I also love research, so researching industrial issues to acquire
knowledge is something that I do.
Respondent 4
 122

Honestly, not much – I was taught certain things in school, and I rely mainly on those. I
watch a lot of new, JIS programmes and read the local paper such as the gleaner and
observer.
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Focus Group Script

1. How, in the group's opinion, does human resource management affect strategic
planning?
Response 1

Numerous factors make the endeavour worthwhile. A well-defined plan defines

the HR team's responsibilities. It establishes the size, structure, and cost of the
needed resource and ensures that all HR activity is aligned with business
requirements - the most important requirement of all. Why is it essential? An
organisation may aim to market leadership in its chosen sector, but if it lacks the
organisational capabilities to make this a reality, its executive team would be wise
to change its goals. Whether a company is driven by its goods or its services, it
need the greatest possible human resources to offer those products or services.

Response 2

To match business and HR demands, a critical question must be answered: "Can

your organisation‘s capabilities meet its business objectives?" Human resources
get the greatest criticism here. The function is commonly accused of lacking a
comprehensive understanding of its business, objectives, and strategy for
accomplishing these objectives, as well as its business model and delivery method
for clients. For those who already comprehend the needs of their business, it is
simple to determine where the company's core strengths are strongest and where
they are weakest.

Response 3

In accord with Respondent 2, sometimes these deficiencies pertain to important

systems or processes, but more often - and crucially for HR - they relate to the
quality of the workforce, its motivation, and its capacity to achieve organisation
performance. Understanding your company and its areas of competitive advantage
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is a crucial first step in defining the HR interventions that will form the
foundation of your HR strategy.

Response 4

Human Resource Management does affect strategic planning. They are

responsible for developing strategic solutions to employment-related matters that
affect the organization’s ability to meet its productivity and performance goals.

2. Do you believe there is a link between strategic human resource management and
employee turnover?

Response 1

Yes, there is a connection, since organisational performance is the act of

cascading and managing business goals and objectives across an organisation. It
offers the connection and reason for all other HR activities, as well as the greatest
chance to directly influence company performance, hence boosting HR's
reputation and value.

Response 2

Continuing with the point made by Respondent 1, HR must develop and

implement a strong performance management framework that outlines
performance targets for all levels of personnel in an organisation. This is a chance
for line managers to strengthen their abilities to distribute and establish stretch
goals for their organisation.

Response 3

I feel that a vital component of this process is a rigorous performance evaluation

procedure that provides feedback on what has been accomplished - what
individuals have done well and what they have done poorly. Individual strengths
and weaknesses are determined via a personal development assessment process
for the aim of analysing and satisfying organisational development requirements.
 125

Response 3

With strategic planning Human Resource professionals can create strategies that
would maximize the retention level within an establishment. As such there is a
link between strategic planning and employee turnover.

3. What does the group do to ensure that the human resources department's aims
coincide with the organization's strategic objectives?

Response 1

Knowledge and comprehension of your organization's objectives and

business model may help identify possible dangers and opportunities in
the amount and quality of human resources your organisation requires. In
turn, this reveals the essential components of your HR strategy and the
virtuous loop of offering everything your organisation need for success.

Response 2

In addition, it is essential that the HR staff has a high degree of

proficiency in aligning important HR actions with their relevance to
business success. This requires HR expertise and the identification of the
necessary actions, as well as their interrelationships, in order to maximise
organisation performance.

Response 3

Should you link your remuneration plan with this purpose if, for example,
there is a pressing need for the organisation to strengthen its management
capability? If the organisational structure clearly outlines the
responsibilities at each level of the organisation, does your HR department
choose and develop candidates based on these responsibilities? This is HR
integration in action.

Response 4
 126

Another problem for HR is determining when to intervene strategically. It

follows your company cycle or is driven by other significant events, such
as a merger, an acquisition, or a change in corporate strategy.

Response 5

For resourcing methods to be effective, it is essential to have clarity across

the organization's structure. If an organisation is upfront about its essential
roles and responsibilities, this will identify the skills and expertise
necessary to do the task and establish strategic resource needs. Choosing a
resource strategy requires recognising a number of essential components.
These include the procedures required to establish resourcing
requirements, the processes required to recruit the appropriate individuals,
and the processes required to evaluate and choose the right people. HR has
a significant conventional role in all of the aforementioned. Moreover, it is
crucial to ensure that each phase of the resourcing process is linked with
and directly responsive to the strategic imperatives.

Response 6

The requirement to build a'recruitment brand' is a key factor in

determining the performance of any resourcing strategy; the image (or
brand) of the organisation in the recruitment market may either support or
hinder the success of a resourcing strategy.

4. What can HR do to influence the company’s culture of inclusivity and equity for all
employees?

Response 1

The process starts with Talent Management. How does the company aim
to "win the fight for talent" must be an ongoing concern for the recruiting
staff. This, I believe, necessitates a recruiting approach based only on fair
play and equal opportunity.
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Response 2

Sincerely, I think that HR's effect on the company's culture of inclusion

and equality must be based on Continual Improvement, which means that
HR must be centred on offering targeted and continuous incremental
innovation throughout time. This can only be accomplished, in my
opinion, by Information Management, which encompasses producing,
obtaining, capturing, sharing, and using knowledge.

Response 3
While I do not disagree with my colleagues, I feel that managing
employee relations is the most crucial factor at this time. This section
discusses the organization's goals for what must be done and what must be
altered in staff management. It also involves recruiting and maintaining
high-quality employees. Investing in Learning and Developing, which
would be providing an environment in which employees are encouraged to
learn and develop; while defining what the organisation wants to do in the
long term to develop and implement reward policies, practises, and
processes that will contribute to the achievement of its business objectives
and meet the needs of its stakeholders.

Response 4

Review recruiting and compensation practices, make inclusion part of the

onboarding process, review employee policies, build programs that
provide access to training and development, promote the use of inclusive
language within the workplace.

Response 5

Improve the harassment and discrimination complaints system, create a

survey and rectify the findings, observe daily practices and how it affects
employees
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5. What initiatives is Human Resources taking to ensure organisational diversity and

equal opportunity?

Response 1

It is necessary to acquire the answers to six questions.

To what degree does our organisation have the appropriate culture to fulfil
our objectives?

Competence: How well-equipped is our organisation with the necessary

knowledge, skills, and abilities?

Consequence: How well-equipped is our organisation with the proper

metrics, rewards, and incentives?

Governance: To what degree do our organization's organisational

structure, communication methods, and policies align with best practises?

Capacity for change: To what degree is our organisation able to enhance

work processes, adapt, and learn?

Leadership: To what degree does our organisation have the leadership to

accomplish its objectives?

Response 2

In response to this question, the HR director detailed four particular

strategic goals for this team in the most recent HR general meeting. They
are HR in that: each HR Personnel as a Change Agent - the management
of transformation and change; HR as an Implementer - putting plans into
action.

Interviewer: Could you elaborate a bit more, please?

Response 3
HR practitioners as business partners share responsibility for the success
of the organisation with their line management colleagues. They are able
 129

to see business possibilities, to grasp the big picture, and to comprehend

how their HR job may contribute to the achievement of the company's
business goals. They guarantee that their actions fulfil a long-term
strategic goal by coordinating closely with upper management. As
business partners, HR professionals are aware of the organization's
business plans, opportunities, and dangers. They are aware of the crucial
success aspects that will provide a competitive advantage and are able to
construct a persuasive business case for innovations that will bring value.
However, as a business partner, HR must continue to provide effective
services.

Response 4
HR professionals that take a strategic approach to HRM will innovate,
introducing new processes and procedures that they feel will boost
organisational performance. The need for innovation should be determined
by analysis and diagnostic procedures that identify the business need and
the difficulties to be resolved. It is possible to do 'benchmarking' to find
'best practise' as implemented by other organisations. In order to achieve
'best fit,' however, the innovation must address the specific demands of the
firm, which are likely to be distinct from those of other 'best practise'
businesses. It must be demonstrated that the innovation is appropriate,
advantageous, and practicable under the given conditions, and that it can
be implemented without too much difficulty in the form of opposition
from those affected by it or the unjustifiable use of resources – both
financial and the time of those involved.

Response 5
Those organisations that effectively manage change have linked
their human resource management policies with their strategy and
strategic change processes. Change is inherent to strategies, and failure to
execute strategies often results from ineffective change management. HR
 130

professionals may play a significant role in the development and

implementation of organisational transformation. In executing HR
initiatives, they must pay special attention to change management. This
involves contemplating: Who will be impacted by the modification? How
will people respond to it? How implementation obstacles (such as
opposition or apathy to change) will be overcome? Resource needs for
implementing change (these resources include the commitment and skill
of those involved in the change as well as people, time and money). Am I
missing any guys?

Response 6
Who is available to lead the transformation? How line managers and
others will participate in the change process, including the design and
implementation of new policies.

Response 7
How the change's intent and effects will be conveyed to all parties
involved. How will the many abilities and behaviours that will be
necessary be developed? How the process of transformation will
be monitored? How the change's efficacy will be evaluated? What
actions will be made to assess the change's impact?

Response 8
HR strategists must choose where they want to go and how they will
get there. They are in the business of making things happen and
completing tasks. They must carefully consider what they intend
within the context of their company and the commercial climate. As
cuch we must standardize the interview experience, develop high-
potential candidates and audit the Recruitment Process
 131

6.  What strategies would you say ensures a direct linkage performance management
and compensation strategies?
Response 1

I think that the aim of pay and benefits systems is to link the performance
of an organisation with how it compensates its employees, so providing
the essential incentives and motivation for an organisation to achieve its
objectives.

Response 2

Its components include of basic salary, bonuses, profit sharing, stock

options, and a variety of relevant perks, which are often determined by
market or competitor standards and the organization's capacity to pay.
Typically, the components of a company's incentive system will reflect the
company's unique performance culture.

Response 3

There is evidence that organisations view compensation as a strategic

management lever and are increasingly experimenting with new practises,
such as team bonuses designed to improve team performance or
skills/behavior payments intended to upskill the workforce or reinforce
culture or behaviour change. Clarity on the other parts of the HR strategy
that a company's reward policy intends to promote is very advantageous
for the reward policy.

Response 3

Ensure that your compensation structure aligns with the market trends, so
your employees don’t feel underpaid and leave. Provide transparency and
clarity to your employees on what is a high level of performance and what
it will take to earn a raise or appraisal. Communicate benefits and have a
standard pay range and ensure that there is one for each role.
 132

7. How do you stay current and ensure compliance with employment laws?
Response 1
Subscribe to relevant sites and investigate diverse professional
networks
Response 2
Join and sign up for email from Human Resource organizations,
specifically SHRM and HRMAJ
Response 3
Visit the MOL website too frequently and constant dialogue with
Labour officers at the Ministry of Labour

8. Tell me about your grievance procedure, inclusive of your process for investigation
and resolution.

Response 1

a. A referral is submitted to HR for disciplinary action

b. The employee is issued documents of alleged breach and placed on
administrative pending an investigation
c. Investigation is conducted
d. Employee issued a date for a disciplinary Hearing and
encouragement to have representative present
e. Hearing is done
f. Final decision is made by a review panel and Verdict submitted to
HRM
g. HRM holds a meeting with employee irrespective of outcome
Response 2
We follow due process; we believe in due process. Fairness and equality,
irrespective of position in the company, the process that my colleague
outlined earlier is always followed.
 133

9. What role does human resources play in aiding other departments in enhancing
human resource practises and adhering to policies?

Response 1

HR should not be characterised by what it does, but by what it produces:

outcomes that increase the value of the firm to customers, investors, and
workers. Become a partner with senior and line managers in strategy
execution, helping to enhance planning from the conference room to the
marketplace.

Response 2

I believe we must be specialists in the way work is structured and done,

offering administrative efficiency to decrease costs while maintaining
quality; Become an advocate for workers by forcefully advocating their
problems to senior management and trying to boost employee
contribution, that is, employees' commitment to the business and their
capacity to produce outcomes.

Response 3

Become an agent of continual transformation by establishing procedures

and a culture that increase an organization's adaptability to change.
Communicate the significance of soft, people-focused concerns; Define
and be responsible for HR deliverables Invest in cutting-edge HR
procedures.

10. What do you believe can be done to lessen the attrition rate at collective solution
LLC?

Response 1

The company must conduct a Feasibility Assessment, which

entails examining, from an HR perspective, whether the numbers
and types of key people required to make the proposals successful
 134

can be obtained in a timely manner and at a reasonable cost, and

whether the behavioural expectations assumed by the strategy are
realistic, i.e. the retention strategy and levels of productivity.

Response 2

The organisation must assess desirability, which entails examining

the consequences of strategy in terms of its HR rules, such as how
a company with a full employment policy would have to challenge
a quick retrenchment plan. This method would define objectives.
These objectives would identify the primary challenges to be
addressed and are derived mostly from the company strategy's
content. This results in two sorts of HR objectives: better
performance standards (contribution) and lower headcount loss
(composition).

Response 3

It begins with recruiting determining the ways to achieve their

objectives. Please comrades let me explain. Consistent with the
necessity to react flexibly to change, I think the general rule is that
the closer the external and internal fit, the better the approach.
External fit refers to the degree of congruence between HR
objectives and the requirements of the underlying company plan
and pertinent external circumstances. Internal fit quantifies the
degree to which HR means follow from HR objectives and other
pertinent environmental factors, as well as the degree of coherence
or synergy among the different HR means.

Response 4

Keep compensation and benefits current, encourage generosity and

gratitude, recognize and Reward employees, offer flexibility (Part
time employment, hybrid opportunities and work from home
 135

opportunities), improve employee engagement and prioritize

employee happiness.
 136

CS-SBY Separation List

Date of
o. Speration Employee Term Code Reason Commments
1 2-Jan-20 Employee 1 Voluntary Resigned Attendance
2 2-Jan-20 Employee 2 Voluntary Job Abandoned Shift & Illness
3 3-Jan-20 Employee 3 Voluntary Job Abandoned Relocating
4 4-Jan-20 Employee 4 Voluntary Resigned Another Opportunity
5 4-Jan-20 Employee 5 Voluntary Job Abandoned No Reason Given
6 4-Jan-20 Employee 6 Voluntary Job Abandoned No Reason Given
7 4-Jan-20 Employee 7 Voluntary Job Abandoned No Reason Given
8 4-Jan-20 Employee 8 Voluntary Job Abandoned No Reason Given
Failure to provide documentation to excuse
9 4-Jan-20 Employee 9 Voluntary Job Abandoned absence
10 5-Jan-20 Employee 10 Voluntary Job Abandoned Disrespectful to customers
11 5-Jan-20 Employee 11 Voluntary Job Abandoned No Reason Given
12 5-Jan-20 Employee 12 Voluntary Resigned Doctor's Advise to stay off earphones
13 5-Jan-20 Employee 13 Voluntary Job Abandoned Didn't Like the environment
14 5-Jan-20 Employee 14 Voluntary Resigned Illness
15 5-Jan-20 Employee 15 Voluntary Job Abandoned Salary Issues
16 6-Jan-20 Employee 16 Voluntary Resigned Salary cannot work and pay bills
17 6-Jan-20 Employee 17 Voluntary Job Abandoned Family Reasons
18 6-Jan-20 Employee 18 Voluntary Resigned Personal Reasons
19 6-Jan-20 Employee 19 Voluntary Job Abandoned Shift (12-9 & 1-10)
20 6-Jan-20 Employee 20 Voluntary Job Abandoned No Reason Given
21 6-Jan-20 Employee 21 Voluntary Resigned No Reason Given
22 7-Jan-20 Employee 22 Voluntary Job Abandoned Going on a different career path
23 7-Jan-20 Employee 23 Voluntary Job Abandoned School
24 8-Jan-20 Employee 24 Voluntary Resigned Failed Performance Improvement Plan
25 8-Jan-20 Employee 25 Voluntary Job Abandoned Had to watch neice
26 9-Jan-20 Employee 26 Voluntary Job Abandoned No Support @ work & Late Shifts
27 9-Jan-20 Employee 27 Voluntary Resigned Late Shifts & No one to assit with baby
Night Shift/Hard too get transporation on
28 9-Jan-20 Employee 28 Voluntary Job Abandoned Sundays
29 10-Jan-20 Employee 29 Voluntary Resigned Relocating
30 10-Jan-20 Employee 30 Voluntary Resigned Family Obligations
31 10-Jan-20 Employee 31 Voluntary Resigned No Reason Given
32 11-Jan-20 Employee 32 Voluntary Resigned Illness
33 11-Jan-20 Employee 33 Voluntary Resigned Team Manager
34 12-Jan-20 Employee 34 Voluntary Job Abandoned No Reason Given
 137

35 13-Jan-20 Employee 35 Voluntary Job Abandoned No Reason Given

36 14-Jan-20 Employee 36 Voluntary Job Abandoned No Reason Given
37 15-Jan-20 Employee 37 Voluntary Job Abandoned No one to say with her child
38 15-Jan-20 Employee 38 Voluntary Job Abandoned Going through financial difficulties
39 15-Jan-20 Employee 39 Voluntary Resigned Will be furthering studies
40 15-Jan-20 Employee 40 Voluntary Resigned No Reason Given
41 17-Jan-20 Employee 41 Voluntary Job Abandoned No Reason Given
42 17-Jan-20 Employee 42 Voluntary Resigned Salary
43 17-Jan-20 Employee 43 Voluntary Job Abandoned Travelling from Westmoreland
44 17-Jan-20 Employee 44 Voluntary Resigned Salary & Mgmt. Issues
45 17-Jan-20 Employee 45 Voluntary Job Abandoned Illness
46 18-Jan-20 Employee 46 Voluntary Resigned Another Job
47 19-Jan-20 Employee 47 Voluntary Resigned Called for JDF
48 19-Jan-20 Employee 48 Voluntary Job Abandoned No Reason Given
49 20-Jan-20 Employee 49 Voluntary Job Abandoned No Reason Given
50 20-Jan-20 Employee 50 Voluntary Resigned Personal Reasons
The company is not at the standard as what I
51 20-Jan-20 Employee 51 Voluntary Resigned expect
52 21-Jan-20 Employee 52 Voluntary Job Abandoned No Reason Given
53 22-Jan-20 Employee 53 Voluntary Resigned Pregnant
Level of Professionalism on the production
54 24-Jan-20 Employee 54 Voluntary Resigned floor
55 24-Jan-20 Employee 55 Voluntary Resigned Another Job
56 25-Jan-20 Employee 56 Voluntary Job Abandoned No Reason Given
57 26-Jan-20 Employee 57 Voluntary Resigned Better Opportunity as it relates to the shift
58 27-Jan-20 Employee 58 Voluntary Job Abandoned Was attacked and robbed
59 29-Jan-20 Employee 59 Voluntary Resigned Salary Issues
60 30-Jan-20 Employee 60 Voluntary Resigned Health Reasons
Surrounding environment is not conducive &
61 30-Jan-20 Employee 61 Voluntary Job Abandoned Mgmt. lacks professionalism
62 30-Jan-20 Employee 62 Voluntary Job Abandoned Up for Disciplinary Hearing
63 30-Jan-20 Employee 63 Voluntary Resigned School , Personal Issues, Shift
64 3-Feb-20 Employee 64 Voluntary Resigned Another Job
65 4-Feb-20 Employee 65 Voluntary Job Abandoned Stated she just stop working
66 4-Feb-20 Employee 66 Voluntary Resigned No Reason Given
67 5-Feb-20 Employee 67 Voluntary Job Abandoned Another Job that is more beneficial
68 5-Feb-20 Employee 68 Voluntary Resigned Salary Issues
69 5-Feb-20 Employee 69 Voluntary Job Abandoned No Reason Given
70 6-Feb-20 Employee 70 Voluntary Resigned Up for Disciplinary Hearing
71 11-Feb-20 Employee 71 Voluntary Job Abandoned Distance & Transportation
72 11-Feb-20 Employee 72 Voluntary Job Abandoned No Reason Given
73 11-Feb-20 Employee 73 Voluntary Job Abandoned No Reason Given
74 12-Feb-20 Employee 74 Voluntary Resigned Personal Reasons
 138

75 16-Feb-20 Employee 75 Voluntary Job Abandoned Up for Disciplinary Hearing

76 16-Feb-20 Employee 76 Voluntary Job Abandoned Up for Disciplinary Hearing
77 19-Feb-20 Employee 77 Voluntary Resigned Overseas
78 19-Feb-20 Employee 78 Voluntary Resigned Overseas
79 21-Feb-20 Employee 79 Voluntary Resigned Up for Disciplinary Hearing
80 21-Feb-20 Employee 80 Voluntary Job Abandoned Up for Disciplinary Hearing
Failure to provide documentation to excuse
81 21-Feb-20 Employee 81 Voluntary Job Abandoned absence
82 22-Feb-20 Employee 82 Voluntary Job Abandoned Up for Disciplinary Hearing
Never returned from Suspension for
83 24-Feb-20 Employee 83 Voluntary Job Abandoned Attendance
84 28-Feb-20 Employee 84 Voluntary Job Abandoned Financial Issues, Ilness
85 29-Feb-20 Employee 85 Voluntary Resigned Relocating
86 2-Mar-20 Employee 86 Voluntary Job Abandoned Up for Disciplinary Hearing
87 3-Mar-20 Employee 87 Voluntary Resigned Unfortunate Events
88 3-Mar-20 Employee 88 Voluntary Resigned Assisting his brother with his career
89 3-Mar-20 Employee 89 Voluntary Resigned Personal Reasons
90 3-Mar-20 Employee 90 Voluntary Job Abandoned Fail to provide douments to excuse absence
91 3-Mar-20 Employee 91 Voluntary Job Abandoned Up for Disciplinary Hearing
92 4-Mar-20 Employee 92 Voluntary Job Abandoned Another Job
93 4-Mar-20 Employee 93 Voluntary Job Abandoned No Reason Given
94 5-Mar-20 Employee 94 Voluntary Resigned School
95 5-Mar-20 Employee 95 Voluntary Job Abandoned Up for Disciplinary Hearing
96 5-Mar-20 Employee 96 Voluntary Job Abandoned Up for Disciplinary Hearing
97 6-Mar-20 Employee 97 Voluntary Resigned Up for Disciplinary Hearing
98 6-Mar-20 Employee 98 Voluntary Resigned Expand my career in another company
99 6-Mar-20 Employee 99 Voluntary Job Abandoned Up for Disciplinary Hearing
100 7-Mar-20 Employee 100 Voluntary Resigned Fail to provide douments to excuse absence
101 8-Mar-20 Employee 101 Voluntary Resigned No Reason Given
102 10-Mar-20 Employee 102 Voluntary Job Abandoned Up for Disciplinary Hearing
103 10-Mar-20 Employee 103 Voluntary Resigned Wanted to grow in my career
104 12-Mar-20 Employee 104 Voluntary Resigned The Amazon account is not for me
105 12-Mar-20 Employee 105 Voluntary Resigned The Amazon account is not for me
106 12-Mar-20 Employee 106 Voluntary Resigned Due to circumstances
107 12-Mar-20 Employee 107 Voluntary Resigned Had stuff to deal with her son
108 12-Mar-20 Employee 108 Voluntary Job Abandoned Suspected of Fraudulent Activity
109 12-Mar-20 Employee 109 Voluntary Job Abandoned Up for Disciplinary Hearing
110 13-Mar-20 Employee 110 Voluntary Resigned Up for Disciplinary Hearing
111 13-Mar-20 Employee 111 Voluntary Resigned Login disabled for over a month now
112 13-Mar-20 Employee 112 Voluntary Resigned Issues with late shift & Another Job
113 13-Mar-20 Employee 113 Voluntary Resigned Family & Health Issues
114 13-Mar-20 Employee 114 Voluntary Resigned Personal Reasons
115 13-Mar-20 Employee 115 Voluntary Job Abandoned No Reason Given
 139

116 14-Mar-20 Employee 116 Voluntary Job Abandoned Up for Disciplinary Hearing
117 15-Mar-20 Employee 117 Voluntary Resigned Suspected of Fraudulent Activity
118 15-Mar-20 Employee 118 Voluntary Job Abandoned No Reason Given
119 16-Mar-20 Employee 119 Voluntary Job Abandoned Logged out and walked off the job
120 16-Mar-20 Employee 120 Voluntary Resigned No Reason Given
121 16-Mar-20 Employee 121 Voluntary Job Abandoned No Reason Given
122 17-Mar-20 Employee 122 Voluntary Resigned No growth
123 17-Mar-20 Employee 123 Voluntary Resigned Up for Disciplinary Hearing
124 18-Mar-20 Employee 124 Voluntary Resigned Suspected of Fraudulent Activity
125 18-Mar-20 Employee 125 Voluntary Job Abandoned Up for Disciplinary Hearing
126 19-Mar-20 Employee 126 Voluntary Job Abandoned Up for Disciplinary Hearing
Went off without getting aproval during
127 19-Mar-20 Employee 127 Voluntary Job Abandoned COVID
128 21-Mar-20 Employee 128 Voluntary Resigned The environment is not healthy for me
129 21-Mar-20 Employee 129 Voluntary Resigned Up for Disciplinary Hearing
130 21-Mar-20 Employee 130 Voluntary Job Abandoned Fail to provide douments to excuse absence
131 21-Mar-20 Employee 131 Voluntary Job Abandoned Illness
132 22-Mar-20 Employee 132 Voluntary Job Abandoned Up for Disciplinary Hearing
133 23-Mar-20 Employee 133 Voluntary Resigned Amazon account is not for me
134 25-Mar-20 Employee 134 Voluntary Job Abandoned Up for Disciplinary Hearing
135 26-Mar-20 Employee 135 Voluntary Job Abandoned No Reason Given
136 26-Mar-20 Employee 136 Voluntary Job Abandoned Walked Off the job
137 27-Mar-20 Employee 137 Voluntary Resigned COVID 19
138 28-Mar-20 Employee 138 Voluntary Job Abandoned Family Emergency
139 30-Mar-20 Employee 139 Voluntary Resigned Relocating
140 30-Mar-20 Employee 140 Voluntary Resigned No transport to work during COVID 19
141 31-Mar-20 Employee 141 Voluntary Resigned Personal Issues
142 1-Apr-20 Employee 142 Voluntary Resigned Up for Disciplinary Hearing
143 1-Apr-20 Employee 143 Voluntary Resigned Up for Disciplinary Hearing
144 3-Apr-20 Employee 144 Voluntary Resigned Rather stay home due to COVID 19
145 6-Apr-20 Employee 145 Voluntary Resigned Illness
146 6-Apr-20 Employee 146 Voluntary Resigned Illness
147 10-Apr-20 Employee 147 Voluntary Job Abandoned No Reason Given
148 13-Apr-20 Employee 148 Voluntary Job Abandoned Personal Issues
149 14-Apr-20 Employee 149 Voluntary Resigned Health Issues
150 17-Apr-20 Employee 150 Voluntary Job Abandoned No Reason Given
151 17-Apr-20 Employee 151 Voluntary Resigned Up for Disciplinary Hearing
152 17-Apr-20 Employee 152 Voluntary Job Abandoned Up for Disciplinary Hearing
153 23-Apr-20 Employee 153 Voluntary Job Abandoned No Reason Given
154 21-Apr-20 Employee 154 Voluntary Job Abandoned Family and Household duties
155 26-Apr-20 Employee 155 Voluntary Resigned No Reason Given
156 26-Apr-20 Employee 156 Voluntary Job Abandoned Never seem interested in returning
157 26-Apr-20 Employee 157 Voluntary Job Abandoned No Reason Given
 140

158 26-Apr-20 Employee 158 Voluntary Job Abandoned Fail to request extension on LOA
159 27-Apr-20 Employee 159 Voluntary Resigned No Reason Given
160 1-May-20 Employee 160 Voluntary Resigned Up for Disciplinary Hearing
Due to Covid 19 seeking a job to work from
161 2-May-20 Employee 161 Voluntary Job Abandoned home
162 5-May-20 Employee 162 Voluntary Resigned Relocating/Up for Discliplinary Hearing
163 9-May-20 Employee 163 Voluntary Job Abandoned No Reason Given
164 10-May-20 Employee 164 Voluntary Job Abandoned No valid reason
165 11-May-20 Employee 165 Voluntary Resigned Up for Disciplinary Hearing
166 13-May-20 Employee 166 Voluntary Job Abandoned No Reason Given
167 14-May-20 Employee 167 Voluntary Resigned No Reason Given
168 14-May-20 Employee 168 Voluntary Job Abandoned Fail to provide douments to excuse absence
169 17-May-20 Employee 169 Voluntary Resigned Personal Reasons
170 18-May-20 Employee 170 Voluntary Resigned Up for Disciplinary Hearing
171 18-May-20 Employee 171 Voluntary Resigned Up for Disciplinary Hearing
172 20-May-20 Employee 172 Voluntary Job Abandoned No valid reason
173 5-Jun-20 Employee 173 Voluntary Job Abandoned No Reason Given
174 8-Jun-20 Employee 174 Voluntary Resigned Negativity, Financial & Transportation Issues
Unable to commit to the desired working
175 15-Jun-20 Employee 175 Voluntary Resigned hours
Unable to perform duties and look after baby
176 19-Jun-20 Employee 176 Voluntary Resigned at the same time
177 25-Jun-20 Employee 177 Voluntary Job Abandoned No Reason Given
178 27-Jun-20 Employee 178 Voluntary Resigned Up for Disciplinary Hearing
179 27-Jun-20 Employee 179 Voluntary Job Abandoned Fail to provide douments to excuse absence
180 30-Jun-20 Employee 180 Voluntary Resigned Personal Reasons
181 30-Jun-20 Employee 181 Voluntary Job Abandoned No valid reason
182 30-Jun-20 Employee 182 Voluntary Resigned No Reason Given
183 6-Jul-20 Employee 183 Voluntary Resigned It is complicated
184 12-Jul-20 Employee 184 Voluntary Resigned Layoff being extended due to Pandemic
185 20-Jul-20 Employee 185 Voluntary Resigned No longer comfortable working here
186 20-Jul-20 Employee 186 Voluntary Job Abandoned Cancer
187 23-Jul-20 Employee 187 Voluntary Resigned Poor Attendance
Used to make money but now I can barely
188 23-Jul-20 Employee 188 Voluntary Resigned find fare
189 26-Jul-20 Employee 189 Voluntary Job Abandoned No Reason Given
190 31-Jul-20 Employee 190 Voluntary Resigned Further Education @ different school
191 31-Jul-20 Employee 191 Voluntary Resigned Going overseas to study
192 1-Aug-20 Employee 192 Voluntary Resigned Journey here has ended
193 2-Aug-20 Employee 193 Voluntary Job Abandoned No Longer Interested
194 4-Aug-20 Employee 194 Voluntary Resigned Unforseen circumstances
195 5-Aug-20 Employee 195 Voluntary Resigned Wanted a break for sometime
196 6-Aug-20 Employee 196 Voluntary Resigned Up for Disciplinary Hearing
 141

197 6-Aug-20 Employee 197 Voluntary Resigned Up for Disciplinary Hearing

198 7-Aug-20 Employee 198 Voluntary Resigned School
Has no one to leave baby with, didn’t return
199 8-Aug-20 Employee 199 Voluntary Job Abandoned after lay off
200 10-Aug-20 Employee 200 Voluntary Resigned Up for Disciplinary Hearing
201 10-Aug-20 Employee 201 Voluntary Resigned Health Issues
202 12-Aug-20 Employee 202 Voluntary Resigned Issues @ home
203 12-Aug-20 Employee 203 Voluntary Resigned Unfortuate Circumstances
204 12-Aug-20 Employee 204 Voluntary Resigned Up for Disciplinary Hearing
205 13-Aug-20 Employee 205 Voluntary Job Abandoned Didn’t return after lay off
206 14-Aug-20 Employee 206 Voluntary Job Abandoned Up for Disciplinary Hearing
207 15-Aug-20 Employee 207 Voluntary Resigned Didn’t return after lay off
208 15-Aug-20 Employee 208 Voluntary Job Abandoned Didn’t return after lay off
209 17-Aug-20 Employee 209 Voluntary Resigned In order to pursue other goals
210 17-Aug-20 Employee 210 Voluntary Resigned No Reason Given
211 20-Aug-20 Employee 211 Voluntary Resigned Not making any money
212 20-Aug-20 Employee 212 Voluntary Resigned Up for Disciplinary Hearing
213 21-Aug-20 Employee 213 Voluntary Resigned No Reason Given
214 21-Aug-20 Employee 214 Voluntary Job Abandoned Wanted extension after LOA ended
215 21-Aug-20 Employee 215 Voluntary Resigned Received another job while on Lay off
216 24-Aug-20 Employee 216 Voluntary Job Abandoned Didn’t return after lay off
217 26-Aug-20 Employee 217 Voluntary Resigned Didn’t return after lay off
218 27-Aug-20 Employee 218 Voluntary Resigned Up for Disciplinary Hearing
219 28-Aug-20 Employee 219 Voluntary Resigned School
Better Opportunity /Didn’t return after Lay
220 2-Sep-20 Employee 220 Voluntary Resigned off
221 2-Sep-20 Employee 221 Voluntary Job Abandoned Another Job/Didn’t return after lay off
222 7-Sep-20 Employee 222 Voluntary Job Abandoned Fail to provide douments to excuse absence
Stated she will not return /Didn’t return after
223 10-Sep-20 Employee 223 Voluntary Job Abandoned lay off
224 11-Sep-20 Employee 224 Voluntary Job Abandoned Didn’t return after lay off
225 11-Sep-20 Employee 225 Voluntary Resigned Personal changes in life
Fail to provide douments to excuse
226 16-Sep-20 Employee 226 Voluntary Resigned absence/illness
227 20-Sep-20 Employee 227 Voluntary Resigned Overseas Program
Fail to provide documentation to excuse
228 21-Sep-20 Employee 228 Voluntary Job Abandoned absence
229 21-Sep-20 Employee 229 Voluntary Resigned Family Issues
230 23-Sep-20 Employee 230 Voluntary Job Abandoned Up for Disciplinary Hearing
231 24-Sep-20 Employee 231 Voluntary Resigned Have to relocate with family overseas
232 25-Sep-20 Employee 232 Voluntary Job Abandoned No Longer Interested
233 27-Sep-20 Employee 233 Voluntary Resigned Moving on to something else
234 27-Sep-20 Employee 234 Voluntary Job Abandoned To continue education
 142

235 28-Sep-20 Employee 235 Voluntary Resigned Personal Reasons

Wanted to work from home, CS not taking on
236 29-Sep-20 Employee 236 Voluntary Resigned at this time
Wouldn’t able to grasp everything in training
237 30-Sep-20 Employee 237 Voluntary Resigned period
Had non-stop internet issues working from
238 30-Sep-20 Employee 238 Voluntary Resigned home
239 1-Oct-20 Employee 239 Voluntary Resigned Wanted to work from home
240 1-Oct-20 Employee 240 Voluntary Resigned No Reason Given
Not much log in activity while working from
241 1-Oct-20 Employee 241 Voluntary Resigned home
242 2-Oct-20 Employee 242 Voluntary Job Abandoned Didn’t return after lay off
243 2-Oct-20 Employee 243 Voluntary Resigned Had to take care of Grandmother who is ill
Failed to provide documentaion to excuse
244 3-Oct-20 Employee 244 Voluntary Resigned absence
245 5-Oct-20 Employee 245 Voluntary Resigned Personal Reasons
246 5-Oct-20 Employee 246 Voluntary Job Abandoned Another Job
247 12-Oct-20 Employee 247 Voluntary Resigned Personal Reasons
248 13-Oct-20 Employee 248 Voluntary Resigned Unable to manage the Minted Account
249 15-Oct-20 Employee 249 Voluntary Resigned Previous employement with another company
250 15-Oct-20 Employee 250 Voluntary Resigned Internet issue wfh + care taker off little sister
251 20-Oct-20 Employee 251 Voluntary Resigned Personal Reasons
252 21-Oct-20 Employee 252 Voluntary Resigned Wanted to work from home
253 21-Oct-20 Employee 253 Voluntary Job Abandoned No Reason Given
254 21-Oct-20 Employee 254 Voluntary Resigned Circumstances Beyond Control
255 26-Oct-20 Employee 255 Voluntary Resigned School
256 26-Oct-20 Employee 256 Voluntary Resigned Personal Reasons
257 27-Oct-20 Employee 257 Voluntary Resigned Will be doing something for myself
258 28-Oct-20 Employee 258 Voluntary Resigned Medical Reasons
259 29-Oct-20 Employee 259 Voluntary Resigned Personal Reasons
260 30-Oct-20 Employee 260 Voluntary Job Abandoned It wasn’t working out
261 2-Nov-20 Employee 261 Voluntary Resigned Got another job back home in St. Ann
262 4-Nov-20 Employee 262 Voluntary Resigned Personal Reasons
263 5-Nov-20 Employee 263 Voluntary Resigned Better Offer
264 5-Nov-20 Employee 264 Voluntary Resigned Illness
265 6-Nov-20 Employee 265 Voluntary Resigned Another job Offer
266 7-Nov-20 Employee 266 Voluntary Resigned Unforseen Circumstances
267 7-Nov-20 Employee 267 Voluntary Resigned Unforseen Circumstances
268 8-Nov-20 Employee 268 Voluntary Resigned Personal and Uncontrollable Circumstances
269 10-Nov-20 Employee 269 Voluntary Resigned Had Mental Issues
270 10-Nov-20 Employee 270 Voluntary Resigned To be apart of JDF
271 11-Nov-20 Employee 271 Voluntary Resigned Career Oriented
272 16-Nov-20 Employee 272 Voluntary Resigned Medical Conditions
 143

273 17-Nov-20 Employee 273 Voluntary Resigned Found a job that I'm more capable of handling
274 19-Nov-20 Employee 274 Voluntary Resigned Personal issues @ home
275 21-Nov-20 Employee 275 Voluntary Resigned Unforeen Circumstances
276 23-Nov-20 Employee 276 Voluntary Resigned Personal Issues
277 23-Nov-20 Employee 277 Voluntary Resigned Attendance
Disatifaction with my role within the
278 23-Nov-20 Employee 278 Voluntary Resigned company
279 23-Nov-20 Employee 279 Voluntary Job Abandoned No Reason Given
280 23-Nov-20 Employee 280 Voluntary Resigned No Reason Given
281 23-Nov-20 Employee 281 Voluntary Resigned Circumstances Beyond Control
282 23-Nov-20 Employee 282 Voluntary Resigned Suspected of Fraudulent Activity
283 24-Nov-20 Employee 283 Voluntary Resigned Felt like his best wasn’t good enough
284 24-Nov-20 Employee 284 Voluntary Resigned To pursue passion and talents
285 24-Nov-20 Employee 285 Voluntary Job Abandoned Family Emergency
286 24-Nov-20 Employee 286 Voluntary Resigned Family Matters
287 25-Nov-20 Employee 287 Voluntary Resigned Health Issues
Unable to continue to training due to power
288 25-Nov-20 Employee 288 Voluntary Job Abandoned outage
289 25-Nov-20 Employee 289 Voluntary Job Abandoned No Reason Given
290 25-Nov-20 Employee 290 Voluntary Job Abandoned Medical Reasons
Having physically and menatal issues due to 2
291 25-Nov-20 Employee 291 Voluntary Resigned deaths in the Family
292 25-Nov-20 Employee 292 Voluntary Resigned No Support working from home
293 25-Nov-20 Employee 293 Voluntary Resigned Personal Issue
Leave Jamaica to take care of Family matters
294 26-Nov-20 Employee 294 Voluntary Resigned in the US
Daughter needs help with school + job @
295 27-Nov-20 Employee 295 Voluntary Resigned collective is not what I had expected
296 27-Nov-20 Employee 296 Voluntary Resigned Carrier Oriented
297 27-Nov-20 Employee 297 Voluntary Resigned Personal Issues
298 28-Nov-20 Employee 298 Voluntary Resigned To Persue personal & professional goals
299 28-Nov-20 Employee 299 Voluntary Resigned No Reason Given
300 29-Nov-20 Employee 300 Voluntary Resigned Issue with ear
301 30-Nov-20 Employee 301 Voluntary Resigned Up for Disciplinary Hearing
302 30-Nov-20 Employee 302 Voluntary Job Abandoned No Reason Given
303 30-Nov-20 Employee 303 Voluntary Job Abandoned No Internet Access
304 1-Dec-20 Employee 304 Voluntary Resigned Pregnant
305 1-Dec-20 Employee 305 Voluntary Job Abandoned Frustrated with the job
306 1-Dec-20 Employee 306 Voluntary Job Abandoned No valid reason
307 1-Dec-20 Employee 307 Voluntary Resigned Personal Reasons
308 1-Dec-20 Employee 308 Voluntary Resigned Mentally Exhausted
309 2-Dec-20 Employee 309 Voluntary Resigned No Reason Given
310 2-Dec-20 Employee 310 Voluntary Resigned Will not disclose
 144

311 3-Dec-20 Employee 311 Voluntary Resigned Death of Brother

312 3-Dec-20 Employee 312 Voluntary Job Abandoned Wanted Saturdays off
313 3-Dec-20 Employee 313 Voluntary Resigned Up for Disciplinary Hearing
314 4-Dec-20 Employee 314 Voluntary Job Abandoned Sick
315 4-Dec-20 Employee 315 Voluntary Job Abandoned Internet Issues
316 4-Dec-20 Employee 316 Voluntary Job Abandoned Sick /Got another job
317 5-Dec-20 Employee 317 Voluntary Resigned Internet Issues
318 5-Dec-20 Employee 318 Voluntary Resigned Lost of internet connection
319 6-Dec-20 Employee 319 Voluntary Resigned Up for Disciplinary Hearing
320 6-Dec-20 Employee 320 Voluntary Resigned Internet Speed
321 5-Dec-20 Employee 321 Voluntary Resigned Personal Reasons
322 7-Dec-20 Employee 322 Voluntary Resigned Emergency
323 7-Dec-20 Employee 323 Voluntary Resigned Late shifts working on site
Personal matters where have to stay home
324 8-Dec-20 Employee 324 Voluntary Resigned with kids
325 9-Dec-20 Employee 325 Voluntary Job Abandoned No Internet Access
326 9-Dec-20 Employee 326 Voluntary Resigned Family Obligations
327 9-Dec-20 Employee 327 Voluntary Resigned Illness
328 9-Dec-20 Employee 328 Voluntary Resigned Health Issues
329 10-Dec-20 Employee 329 Voluntary Resigned New Job Offer
330 10-Dec-20 Employee 330 Voluntary Job Abandoned Up for Disciplinary Hearing
331 11-Dec-20 Employee 331 Voluntary Resigned Death of Father
332 14-Dec-20 Employee 332 Voluntary Resigned To Pursue personal and professional goals
333 14-Dec-20 Employee 333 Voluntary Resigned No Reason Given
334 17-Dec-20 Employee 334 Voluntary Job Abandoned No Reason Given
335 17-Dec-20 Employee 335 Voluntary Resigned Up for Disciplinary Hearing
336 17-Dec-20 Employee 336 Voluntary Resigned Its not for me
337 18-Dec-20 Employee 337 Voluntary Job Abandoned No valid reason
338 18-Dec-20 Employee 338 Voluntary Resigned Unforseen Circumstances
339 21-Dec-20 Employee 339 Voluntary Job Abandoned Family Emergency
Unable to continue to training due to internet
340 22-Dec-20 Employee 340 Voluntary Job Abandoned issues
341 24-Dec-20 Employee 341 Voluntary Job Abandoned Medical Issue & Distance
342 28-Dec-20 Employee 342 Voluntary Resigned Extensive Late Night shifts
343 30-Dec-20 Employee 343 Voluntary Job Abandoned He stated he was already on a final for NCNS
Will be keeping my daughter need a closer
344 4-Jan-21 Employee 344 Voluntary Resigned job
345 4-Jan-21 Employee 345 Voluntary Resigned Relocating to Kingston
346 5-Jan-21 Employee 346 Voluntary Resigned Up for Disciplinary Hearing
347 6-Jan-21 Employee 347 Voluntary Resigned Internet Line was down
348 7-Jan-21 Employee 348 Voluntary Resigned Up for Disciplinary Hearing
349 10-Jan-21 Employee 349 Voluntary Resigned School in the US
350 12-Jan-21 Employee 350 Voluntary Resigned No Reason Given
 145

351 13-Jan-21 Employee 351 Voluntary Resigned Illness

352 14-Jan-21 Employee 352 Voluntary Resigned  
353 15-Jan-21 Employee 353 Voluntary Resigned Overseas Work Programme
Was overwhelmed with the technical aspects
354 16-Jan-21 Employee 354 Voluntary Resigned of the position
355 19-Jan-21 Employee 355 Voluntary Job Abandoned Issues facing with family members
356 21-Jan-21 Employee 356 Voluntary Job Abandoned Up for Disciplinary Hearing
357 22-Jan-21 Employee 357 Voluntary Resigned Serious Family Emergency
358 22-Jan-21 Employee 358 Voluntary Resigned Pregnant
359 22-Jan-21 Employee 359 Voluntary Resigned Health Issues
360 25-Jan-21 Employee 360 Voluntary Resigned Matter beyond control
361 25-Jan-21 Employee 361 Voluntary Resigned Overseas
362 25-Jan-21 Employee 362 Voluntary Resigned Circumstances Beyond Control
363 26-Jan-21 Employee 363 Voluntary Resigned Unforseen Circumstances
364 26-Jan-21 Employee 364 Voluntary Resigned Challenges with Health
365 28-Jan-21 Employee 365 Voluntary Resigned Leaving for the US to take care of Father
366 28-Jan-21 Employee 366 Voluntary Resigned Unable to work on site
367 29-Jan-21 Employee 367 Voluntary Resigned Personal Issues
368 29-Jan-21 Employee 368 Voluntary Resigned Unable to work on site
369 30-Jan-21 Employee 369 Voluntary Resigned Relocating to Kingston
370 31-Jan-21 Employee 370 Voluntary Resigned Time to move to the next challenge
371 31-Jan-21 Employee 371 Voluntary Resigned Unable to work on site
372 1-Feb-21 Employee 372 Voluntary Resigned Internet Issues
373 1-Feb-21 Employee 373 Voluntary Resigned Wanted to work from home
Wanted to work from home due to back
374 1-Feb-21 Employee 374 Voluntary Resigned injury
375 1-Feb-21 Employee 375 Voluntary Resigned No Reason Given
376 2-Feb-21 Employee 376 Voluntary Job Abandoned No Reason Given
377 2-Feb-21 Employee 377 Voluntary Resigned Circumstances Beyond Control
378 2-Feb-21 Employee 378 Voluntary Resigned No Reason Given
379 3-Feb-21 Employee 379 Voluntary Resigned No Reason Given
380 4-Feb-21 Employee 380 Voluntary Resigned Another Job to work from home
381 5-Feb-21 Employee 381 Voluntary Resigned Distance to work/No one to take of neice
382 5-Feb-21 Employee 382 Voluntary Resigned Encountered personal challenges
383 5-Feb-21 Employee 383 Voluntary Job Abandoned No Reason Given
384 6-Feb-21 Employee 384 Voluntary Resigned Unable to become fultime on site
385 6-Feb-21 Employee 385 Voluntary Resigned Another Job
386 8-Feb-21 Employee 386 Voluntary Job Abandoned No Reason Given
387 8-Feb-21 Employee 387 Voluntary Resigned No Reason Given
388 9-Feb-21 Employee 388 Voluntary Resigned Felt I did my time
COVID 19/Keep getting laid off/Personal
389 13-Feb-21 Employee 389 Voluntary Resigned reasons
390 14-Feb-21 Employee 390 Voluntary Resigned Migrating
 146

391 15-Feb-21 Employee 391 Voluntary Resigned Time to move on

392 15-Feb-21 Employee 392 Voluntary Job Abandoned No Reason Given
393 16-Feb-21 Employee 393 Voluntary Job Abandoned No Reason Given
394 22-Feb-21 Employee 394 Voluntary Resigned No Reason Given
395 22-Feb-21 Employee 395 Voluntary Resigned No Reason Given
396 25-Feb-21 Employee 396 Voluntary Resigned Death of Mother
397 25-Feb-21 Employee 397 Voluntary Resigned Ongoing Personal Issues
398 1-Mar-21 Employee 398 Voluntary Resigned Wouldn’t want to be out of a job
399 2-Mar-21 Employee 399 Voluntary Resigned Illness
400 3-Mar-21 Employee 400 Voluntary Resigned No Reason Given
401 4-Mar-21 Employee 401 Voluntary Resigned Unforseen Health issues
402 4-Mar-21 Employee 402 Voluntary Resigned Suspected of Fraudulent Activity
403 4-Mar-21 Employee 403 Voluntary Resigned To Finish my Education
404 6-Mar-21 Employee 404 Voluntary Resigned No Reason Given
405 8-Mar-21 Employee 405 Voluntary Resigned Needed to find a job due to being laid off
406 9-Mar-21 Employee 406 Voluntary Resigned Another Job
No one at home to monitor kids with school
407 9-Mar-21 Employee 407 Voluntary Resigned work
408 10-Mar-21 Employee 408 Voluntary Resigned Unforseen Family Emergency
409 10-Mar-21 Employee 409 Voluntary Resigned Up for Disciplinary Hearing
410 11-Mar-21 Employee 410 Voluntary Death NA
411 15-Mar-21 Employee 411 Voluntary Resigned New Opportunity
412 15-Mar-21 Employee 412 Voluntary Job Abandoned Didn’t return after lay off
413 15-Mar-21 Employee 413 Voluntary Resigned Up for Disciplinary Hearing
414 16-Mar-21 Employee 414 Voluntary Job Abandoned Didn’t return after lay off
415 16-Mar-21 Employee 415 Voluntary Resigned Wanted to Work from home
416 16-Mar-21 Employee 416 Voluntary Resigned Hard Drive Missing from Euipment received
Fail to provide documentation to excuse
417 16-Mar-21 Employee 417 Voluntary Job Abandoned absence
418 16-Mar-21 Employee 418 Voluntary Job Abandoned Didn’t return after lay off
419 16-Mar-21 Employee 419 Voluntary Job Abandoned Didn’t return after lay off
420 17-Mar-21 Employee 420 Voluntary Resigned Family Health Issue & death in family
421 18-Mar-21 Employee 421 Voluntary Resigned No Reason Given
422 19-Mar-21 Employee 422 Voluntary Resigned Upper Mgmt. fail to value and respect us
423 20-Mar-21 Employee 423 Voluntary Resigned Distance from home is really far
Fail to provide documentation to excuse
424 22-Mar-21 Employee 424 Voluntary Resigned absence
425 22-Mar-21 Employee 425 Voluntary Job Abandoned Didn’t return after lay off
426 22-Mar-21 Employee 426 Voluntary Job Abandoned Didn’t return after lay off
427 30-Mar-21 Employee 427 Voluntary Job Abandoned Up for Disciplinary Hearing
428 31-Mar-21 Employee 428 Voluntary Resigned Unforseen Circumstances
Change of Employment; Distance am
429 4-Apr-21 Employee 429 Voluntary Resigned travelling to work
 147

430 6-Apr-21 Employee 430 Voluntary Resigned Personal Reasons

431 7-Apr-21 Employee 431 Voluntary Resigned Up for Disciplinary Hearing
432 8-Apr-21 Employee 432 Voluntary Resigned No Reason Given
433 9-Apr-21 Employee 433 Voluntary Resigned Death of Mother
434 12-Apr-21 Employee 434 Voluntary Job Abandoned Suspected of Fraudulent Activity
435 12-Apr-21 Employee 435 Voluntary Job Abandoned Suspected of Fraudulent Activity
436 13-Apr-21 Employee 436 Voluntary Resigned Circumstances Beyond Control
437 13-Apr-21 Employee 437 Voluntary Resigned Death of Famliy Member
438 13-Apr-21 Employee 438 Voluntary Resigned Another Job
Needs to supervise her son at home due to the
439 16-Apr-21 Employee 439 Voluntary Resigned Pandemic
440 19-Apr-21 Employee 440 Voluntary Resigned Up for Disciplinary Hearing
441 20-Apr-21 Employee 441 Voluntary Resigned Another Job
442 21-Apr-21 Employee 442 Voluntary Resigned Another Job
443 23-Apr-21 Employee 443 Voluntary Resigned Travelling Issuses & I received a WFH Job
444 24-Apr-21 Employee 444 Voluntary Resigned No Reason Given
445 26-Apr-21 Employee 445 Voluntary Resigned Family Issues
446 26-Apr-21 Employee 446 Voluntary Resigned Environment has become unhealthy
447 26-Apr-21 Employee 447 Voluntary Resigned No Reason Given
448 29-Apr-21 Employee 448 Voluntary Job Abandoned No Reason Given
449 29-Apr-21 Employee 449 Voluntary Resigned PU coming on site to work
450 30-Apr-21 Employee 450 Voluntary Resigned Needed a shift to accommodate him in school
451 30-Apr-21 Employee 451 Voluntary Resigned Another Job
452 1-May-21 Employee 452 Voluntary Resigned Up for Disciplinary Hearing
453 1-May-21 Employee 453 Voluntary Resigned Up for Disciplinary Hearing
454 1-May-21 Employee 454 Voluntary Resigned Family Emergency
455 3-May-21 Employee 455 Voluntary Resigned Unforseen Circumstances
456 4-May-21 Employee 456 Voluntary Resigned Personal Reasons
457 5-May-21 Employee 457 Voluntary Resigned Personal & Professional Factors
458 5-May-21 Employee 458 Voluntary Resigned Up for Disciplinary Hearing
459 7-May-21 Employee 459 Voluntary Resigned Going overseas to work
460 9-May-21 Employee 460 Voluntary Resigned Family Reasons
461 10-May-21 Employee 461 Voluntary Resigned It became draining
462 10-May-21 Employee 462 Voluntary Resigned Up for Disciplinary Hearing
463 20-May-21 Employee 463 Voluntary Resigned Need time off
464 25-May-21 Employee 464 Voluntary Resigned New Role
465 25-May-21 Employee 465 Voluntary Resigned Medical Problems
466 28-May-21 Employee 466 Voluntary Resigned Family Issues
467 31-May-21 Employee 467 Voluntary Resigned Moving away from the country for a while
468 31-May-21 Employee 468 Voluntary Resigned Reasons Beyond Control
469 4-Jun-21 Employee 469 Voluntary Job Abandoned Mentally Unwell
470 6-Jun-21 Employee 470 Voluntary Resigned No Reason Given
471 7-Jun-21 Employee 471 Voluntary Resigned Circumstances Beyond Control
 148

472 9-Jun-21 Employee 472 Voluntary Resigned Illness

473 10-Jun-21 Employee 473 Voluntary Resigned More Suitable job that fits my qualification
Moving on to the next chapter of my
474 11-Jun-21 Employee 474 Voluntary Resigned professional life
475 11-Jun-21 Employee 475 Voluntary Resigned Not comfortable with the shifts
476 11-Jun-21 Employee 476 Voluntary Resigned Relocating overseas
477 12-Jun-21 Employee 477 Voluntary Resigned Have 3 months course overseas
478 15-Jun-21 Employee 478 Voluntary Job Abandoned Had some things to take care of
479 18-Jun-21 Employee 479 Voluntary Job Abandoned Illness
480 18-Jun-21 Employee 480 Voluntary Resigned Illness
481 18-Jun-21 Employee 481 Voluntary Resigned School
482 18-Jun-21 Employee 482 Voluntary Resigned Another Opportunity
483 18-Jun-21 Employee 483 Voluntary Resigned Illness
484 19-Jun-21 Employee 484 Voluntary Resigned Unhappy Here & Needed to finish school
485 19-Jun-21 Employee 485 Voluntary Resigned No Reason Given
486 21-Jun-21 Employee 486 Voluntary Resigned Another Job
487 23-Jun-21 Employee 487 Voluntary Resigned Relocating to another parish
488 28-Jun-21 Employee 488 Voluntary Resigned Going out of town
489 30-Jun-21 Employee 489 Voluntary Resigned Baby is in hospital
490 30-Jun-21 Employee 490 Voluntary Resigned Critical Illness
491 30-Jun-21 Employee 491 Voluntary Resigned Personal Reasons
492 1-Jul-21 Employee 492 Voluntary Job Abandoned No Reason Given
493 1-Jul-21 Employee 493 Voluntary Resigned Going Overseas
494 2-Jul-21 Employee 494 Voluntary Resigned Personal Reasons
495 5-Jul-21 Employee 495 Voluntary Resigned Personal Emergency
496 5-Jul-21 Employee 496 Voluntary Resigned Going Overseas
497 5-Jul-21 Employee 497 Voluntary Resigned Going Overseas
Career Advancement and Future
498 6-Jul-21 Employee 498 Voluntary Resigned Development
499 6-Jul-21 Employee 499 Voluntary Resigned Shift
500 6-Jul-21 Employee 500 Voluntary Job Abandoned Personal Reasons
501 7-Jul-21 Employee 501 Voluntary Resigned Fulltime School
To get Certain Private Aspect of My Life
502 7-Jul-21 Employee 502 Voluntary Resigned Together
503 8-Jul-21 Employee 503 Voluntary Resigned Need to find a resonable baby sister
504 9-Jul-21 Employee 504 Voluntary Resigned Overseas
505 12-Jul-21 Employee 505 Voluntary Job Abandoned Medial Reasons
506 14-Jul-21 Employee 506 Voluntary Resigned Overseas
507 14-Jul-21 Employee 507 Voluntary Resigned No Reason Given
508 14-Jul-21 Employee 508 Voluntary Resigned Another Job
509 16-Jul-21 Employee 509 Voluntary Job Abandoned No Reason Given
510 19-Jul-21 Employee 510 Voluntary Resigned No Reason Given
511 20-Jul-21 Employee 511 Voluntary Resigned Errands to Run
 149

512 21-Jul-21 Employee 512 Voluntary Resigned Given a new Job

513 22-Jul-21 Employee 513 Voluntary Resigned Up for Disciplinary Hearing
514 22-Jul-21 Employee 514 Voluntary Resigned Another Job
515 23-Jul-21 Employee 515 Voluntary Resigned Medical Issue
516 23-Jul-21 Employee 516 Voluntary Resigned Account Downsize
517 23-Jul-21 Employee 517 Voluntary Resigned No Reason Given
518 24-Jul-21 Employee 518 Voluntary Resigned Opened Own Business
519 26-Jul-21 Employee 519 Voluntary Resigned Illness
520 26-Jul-21 Employee 520 Voluntary Resigned Poor Attendance
521 26-Jul-21 Employee 521 Voluntary Resigned Needed a different environment
522 26-Jul-21 Employee 522 Voluntary Resigned Unforseen Circumstances
523 26-Jul-21 Employee 523 Voluntary Job Abandoned No Reason Given
524 26-Jul-21 Employee 524 Voluntary Job Abandoned Didn’t want to share
525 26-Jul-21 Employee 525 Voluntary Resigned Medical Challenges
526 26-Jul-21 Employee 526 Voluntary Resigned Family and Personal Situations
527 27-Jul-21 Employee 527 Voluntary Resigned Having Issue with Baby and her sitter
528 29-Jul-21 Employee 528 Voluntary Job Abandoned No Reason Given
529 30-Jul-21 Employee 529 Voluntary Resigned Overseas taking care of Aunt
530 30-Jul-21 Employee 530 Voluntary Resigned Communication
531 1-Aug-21 Employee 531 Voluntary Resigned Another Job
532 3-Aug-21 Employee 532 Voluntary Resigned Busy Schedule affecting Work
533 3-Aug-21 Employee 533 Voluntary Resigned No Reason Given
534 3-Aug-21 Employee 534 Voluntary Resigned Relocating
535 3-Aug-21 Employee 535 Voluntary Resigned No Reason Given
536 4-Aug-21 Employee 536 Voluntary Resigned Medical Reasons
537 4-Aug-21 Employee 537 Voluntary Resigned Another Job
Demands of New School Semester & Family
538 5-Aug-21 Employee 538 Voluntary Resigned Matters
539 5-Aug-21 Employee 539 Voluntary Job Abandoned Work environment is not professional
540 5-Aug-21 Employee 540 Voluntary Resigned Relocating
541 9-Aug-21 Employee 541 Voluntary Resigned Change in personal circumstance
542 9-Aug-21 Employee 542 Voluntary Job Abandoned No Reason for Absence
Couldn’t Manage our work hours & Got
543 10-Aug-21 Employee 543 Voluntary Resigned another Job
544 10-Aug-21 Employee 544 Voluntary Resigned Had Family Emergency had to relocate
545 12-Aug-21 Employee 545 Voluntary Resigned Ongoing Family Situation/Poor Attendance
546 13-Aug-21 Employee 546 Voluntary Resigned Personal Reasons
547 16-Aug-21 Employee 547 Voluntary Job Abandoned Not getting it
548 16-Aug-21 Employee 548 Voluntary Resigned Received another offer
549 16-Aug-21 Employee 549 Voluntary Job Abandoned No Reason Given
550 16-Aug-21 Employee 550 Voluntary Resigned Seeking a different scenery and environment
551 17-Aug-21 Employee 551 Voluntary Resigned School
552 17-Aug-21 Employee 552 Voluntary Resigned Pregnant
 150

553 19-Aug-21 Employee 553 Voluntary Resigned Unforseen Circumstances

554 19-Aug-21 Employee 554 Voluntary Resigned Illness
555 20-Aug-21 Employee 555 Voluntary Resigned Will be focusing on Tertiary Education
556 20-Aug-21 Employee 556 Voluntary Resigned On Going Famiy Issue
557 20-Aug-21 Employee 557 Voluntary Resigned No Reason Given
558 23-Aug-21 Employee 558 Voluntary Resigned Unforeseen Health Complications
559 23-Aug-21 Employee 559 Voluntary Resigned Studies
560 23-Aug-21 Employee 560 Voluntary Resigned Personal Reasons
561 23-Aug-21 Employee 561 Voluntary Resigned No Reason Given
562 25-Aug-21 Employee 562 Voluntary Resigned Relocate
563 25-Aug-21 Employee 563 Voluntary Resigned Family Matters
564 25-Aug-21 Employee 564 Voluntary Resigned Have to go overseas to take care of Uncle
565 25-Aug-21 Employee 565 Voluntary Resigned Need to continue onwards with Education
566 26-Aug-21 Employee 566 Voluntary Resigned Personal Issues
567 27-Aug-21 Employee 567 Voluntary Resigned Circumstances Beyond Control
568 27-Aug-21 Employee 568 Voluntary Resigned Personal Reasons
569 30-Aug-21 Employee 569 Voluntary Resigned Personal Matters
570 30-Aug-21 Employee 570 Voluntary Resigned Up for Disciplinary Hearing
571 30-Aug-21 Employee 571 Voluntary Resigned Unforeseen Issues
572 30-Aug-21 Employee 572 Voluntary Resigned Relocate
573 31-Aug-21 Employee 573 Voluntary Resigned Got a scholarship for school
574 1-Sep-21 Employee 574 Voluntary Resigned Personal Reasons
575 1-Sep-21 Employee 575 Voluntary Resigned Need time to get things in life sorted out
576 3-Sep-21 Employee 576 Voluntary Resigned Not for her
577 3-Sep-21 Employee 577 Voluntary Resigned Personal Reasons
578 3-Sep-21 Employee 578 Voluntary Resigned Relocate
579 3-Sep-21 Employee 579 Voluntary Resigned School
580 3-Sep-21 Employee 580 Voluntary Resigned Teacher by profession
581 6-Sep-21 Employee 581 Voluntary Resigned Circumstances Beyond Control
We are the worst, we are sloppy unreliable
582 7-Sep-21 Employee 582 Voluntary Resigned thieves
583 7-Sep-21 Employee 583 Voluntary Resigned Personal Reasons
Fail to provide documentation to excuse
584 7-Sep-21 Employee 584 Voluntary Job Abandoned absence
585 7-Sep-21 Employee 585 Voluntary Job Abandoned Poor Attendance
586 8-Sep-21 Employee 586 Voluntary Resigned Numerous Resons
587 9-Sep-21 Employee 587 Voluntary Resigned Financial Difficulties
588 10-Sep-21 Employee 588 Voluntary Resigned Urgent Family Issue
589 10-Sep-21 Employee 589 Voluntary Resigned Medical Challenges
Failed to provide documentaion to excuse
590 10-Sep-21 Employee 590 Voluntary Job Abandoned absence
591 12-Sep-21 Employee 591 Voluntary Resigned Health Issues
592 13-Sep-21 Employee 592 Voluntary Resigned Family Circumstances that require my full
 151

attention
Expectations of the account was beyond my
593 13-Sep-21 Employee 593 Voluntary Resigned offer
594 13-Sep-21 Employee 594 Voluntary Job Abandoned No Reason Given
595 13-Sep-21 Employee 595 Voluntary Resigned Company's Negligence and inprofessionalism
596 15-Sep-21 Employee 596 Voluntary Resigned Unforseen Circumstances
597 15-Sep-21 Employee 597 Voluntary Resigned NA
598 15-Sep-21 Employee 598 Voluntary Job Abandoned No Reason Given
599 16-Sep-21 Employee 599 Voluntary Resigned Personal Reasons
600 16-Sep-21 Employee 600 Voluntary Job Abandoned No Reason Given
601 17-Sep-21 Employee 601 Voluntary Job Abandoned Poor Attendance
602 20-Sep-21 Employee 602 Voluntary Resigned Poor Attendance
603 20-Sep-21 Employee 603 Voluntary Resigned Transportation & Here is not the correct fit
604 20-Sep-21 Employee 604 Voluntary Resigned Have personal stuff need to work on
605 20-Sep-21 Employee 605 Voluntary Resigned No Reason Given
606 21-Sep-21 Employee 606 Voluntary Resigned No Reason Given
607 21-Sep-21 Employee 607 Voluntary Resigned No longer live in cloe proximity to work
608 21-Sep-21 Employee 608 Voluntary Resigned Distance and Curfew
609 21-Sep-21 Employee 609 Voluntary Resigned Regrettable Unforseen Circumstances
610 22-Sep-21 Employee 610 Voluntary Resigned Wanted something closer
611 24-Sep-21 Employee 611 Voluntary Resigned No Reason
612 24-Sep-21 Employee 612 Voluntary Resigned Distance
613 24-Sep-21 Employee 613 Voluntary Resigned to continue pursuing a degree
614 24-Sep-21 Employee 614 Voluntary Resigned Personal Reasons
615 27-Sep-21 Employee 615 Voluntary Resigned Pregnant
616 27-Sep-21 Employee 616 Voluntary Resigned Personal Reasons
617 27-Sep-21 Employee 617 Voluntary Resigned Poor Attendance
618 27-Sep-21 Employee 618 Voluntary Resigned To further Education
619 27-Sep-21 Employee 619 Voluntary Resigned Unforseen Circumstances
620 28-Sep-21 Employee 620 Voluntary Resigned Distance & Money Consumption
621 28-Sep-21 Employee 621 Voluntary Resigned Attendance Issues due her baby being ill
622 30-Sep-21 Employee 622 Voluntary Resigned Need toTravel out of the country
623 30-Sep-21 Employee 623 Voluntary Resigned Better Opportunity that isn't contracted
624 30-Sep-21 Employee 624 Voluntary Resigned Better Offer
625 30-Sep-21 Employee 625 Voluntary Resigned No Reason Given
626 1-Oct-21 Employee 626 Voluntary Resigned Personal Reasons
627 4-Oct-21 Employee 627 Voluntary Resigned Wanted to be on ProctorU to be flexible
628 4-Oct-21 Employee 628 Voluntary Resigned Another Job
629 6-Oct-21 Employee 629 Voluntary Resigned Received an offer with another agency
630 7-Oct-21 Employee 630 Voluntary Resigned Unforseen Circumstances
631 7-Oct-21 Employee 631 Voluntary Resigned Relocating to Kingston
632 7-Oct-21 Employee 632 Voluntary Job Abandoned No Reason Given
633 8-Oct-21 Employee 633 Voluntary Resigned Personal Reasons
 152

634 8-Oct-21 Employee 634 Voluntary Resigned Pregnant

635 8-Oct-21 Employee 635 Voluntary Resigned Leaving the country
636 11-Oct-21 Employee 636 Voluntary Resigned Up for Disciplinary Hearing
637 11-Oct-21 Employee 637 Voluntary Resigned Unable to get additional time off
638 13-Oct-21 Employee 638 Voluntary Resigned Personal Reasons
639 13-Oct-21 Employee 639 Voluntary Resigned Suffering fro Depression
640 13-Oct-21 Employee 640 Voluntary Resigned Personal Reasons & SME incentive Structure
641 13-Oct-21 Employee 641 Voluntary Resigned Personal Reasons
642 13-Oct-21 Employee 642 Voluntary Death NA
643 13-Oct-21 Employee 643 Voluntary Resigned Circumstances Beyond Control
644 14-Oct-21 Employee 644 Voluntary Resigned School
645 14-Oct-21 Employee 645 Voluntary Resigned Circumstances Beyond Control
646 14-Oct-21 Employee 646 Voluntary Resigned No Reason Given
The structure of the training was confusing &
647 14-Oct-21 Employee 647 Voluntary Resigned was mislead about the job
648 14-Oct-21 Employee 648 Voluntary Job Abandoned Failed Training
649 15-Oct-21 Employee 649 Voluntary Resigned Personal Reasons
650 15-Oct-21 Employee 650 Voluntary Resigned School
651 15-Oct-21 Employee 651 Voluntary Resigned Frustrating Experience
652 15-Oct-21 Employee 652 Voluntary Resigned Up for Disciplinary Hearing
653 16-Oct-21 Employee 653 Voluntary Resigned Salary,Distance, unfinished jobs
Better Opportunity that best suits my
654 16-Oct-21 Employee 654 Voluntary Resigned background
655 18-Oct-21 Employee 655 Voluntary Resigned Unforseen Circumstances
656 18-Oct-21 Employee 656 Voluntary Resigned Mislead on the Nature of Employment
657 19-Oct-21 Employee 657 Voluntary Resigned Illness
658 20-Oct-21 Employee 658 Voluntary Resigned Leaving the country to pursue education
659 21-Oct-21 Employee 659 Voluntary Resigned Having to travel a far way, Financial Reasons
660 21-Oct-21 Employee 660 Voluntary Resigned No Reason Given
661 21-Oct-21 Employee 661 Voluntary Resigned No Reason Given
662 22-Oct-21 Employee 662 Voluntary Resigned Going back to school
663 24-Oct-21 Employee 663 Voluntary Resigned Circumstances Beyond Control
664 25-Oct-21 Employee 664 Voluntary Resigned Had internet issues
665 26-Oct-21 Employee 665 Voluntary Resigned Didn’t like working from home
666 26-Oct-21 Employee 666 Voluntary Resigned No Reason Given
667 26-Oct-21 Employee 667 Voluntary Resigned Health Issues
668 27-Oct-21 Employee 668 Voluntary Resigned Had an emergency
669 28-Oct-21 Employee 669 Voluntary Resigned Unforseen Circumstances
670 28-Oct-21 Employee 670 Voluntary Resigned No Reason Given
671 29-Oct-21 Employee 671 Voluntary Resigned Transportation Issues
672 29-Oct-21 Employee 672 Voluntary Resigned Leaving the parish
673 31-Oct-21 Employee 673 Voluntary Resigned Another Job
674 1-Nov-21 Employee 674 Voluntary Resigned Better Offer
 153

675 1-Nov-21 Employee 675 Voluntary Resigned Mother is ill

676 1-Nov-21 Employee 676 Voluntary Resigned No Reason Given
Stagnant, Discomfort, Expensive to travel to
677 1-Nov-21 Employee 677 Voluntary Resigned Work
678 1-Nov-21 Employee 678 Voluntary Resigned Overseas Work Program
679 1-Nov-21 Employee 679 Voluntary Resigned Better Offer
680 1-Nov-21 Employee 680 Voluntary Resigned No Reason Given
681 1-Nov-21 Employee 681 Voluntary Resigned Leaving the parish
682 2-Nov-21 Employee 682 Voluntary Resigned Not much support from support members
683 2-Nov-21 Employee 683 Voluntary Resigned No Reason Given
684 2-Nov-21 Employee 684 Voluntary Resigned Family Matters
685 3-Nov-21 Employee 685 Voluntary Resigned impeding on School engagments
686 3-Nov-21 Employee 686 Voluntary Resigned No Reason Given
687 3-Nov-21 Employee 687 Voluntary Resigned Internet Issues
688 4-Nov-21 Employee 688 Voluntary Resigned No Reason Given
689 5-Nov-21 Employee 689 Voluntary Job Abandoned No Reason Given
690 5-Nov-21 Employee 690 Voluntary Resigned Leaving the country
691 5-Nov-21 Employee 691 Voluntary Resigned Personal Reasons
692 5-Nov-21 Employee 692 Voluntary Resigned Emergency
693 6-Nov-21 Employee 693 Voluntary Resigned No Reason Given
694 7-Nov-21 Employee 694 Voluntary Resigned No Reason Given
695 7-Nov-21 Employee 695 Voluntary Resigned Another Job
696 8-Nov-21 Employee 696 Voluntary Resigned Family Issues
697 8-Nov-21 Employee 697 Voluntary Resigned No Reason Given
698 10-Nov-21 Employee 698 Voluntary Resigned Issues with equipment
699 11-Nov-21 Employee 699 Voluntary Resigned No Reason Given
700 12-Nov-21 Employee 700 Voluntary Resigned Life changing situatuation has unfolded
701 12-Nov-21 Employee 701 Voluntary Resigned Role is not compatible for me
702 15-Nov-21 Employee 702 Voluntary Resigned Looking a Permanent job
703 15-Nov-21 Employee 703 Voluntary Resigned Unforseen Circumstances
704 15-Nov-21 Employee 704 Voluntary Resigned Recent Death in family
705 15-Nov-21 Employee 705 Voluntary Resigned Better Offer
706 15-Nov-21 Employee 706 Voluntary Resigned Health Issues
707 15-Nov-21 Employee 707 Voluntary Resigned School
708 16-Nov-21 Employee 708 Voluntary Resigned Personal Reasons
709 16-Nov-21 Employee 709 Voluntary Resigned Unable to understand tasks given
710 16-Nov-21 Employee 710 Voluntary Job Abandoned Had internet issues
711 17-Nov-21 Employee 711 Voluntary Resigned Better Opportunity to Advance my career
712 18-Nov-21 Employee 712 Voluntary Resigned To prepare for a Job Program
713 19-Nov-21 Employee 713 Voluntary Resigned Personal Issue
714 20-Nov-21 Employee 714 Voluntary Resigned No Reason
715 22-Nov-21 Employee 715 Voluntary Resigned No Reason Given
716 22-Nov-21 Employee 716 Voluntary Resigned Personal Issues
 154

717 22-Nov-21 Employee 717 Voluntary Resigned Another Job

718 22-Nov-21 Employee 718 Voluntary Resigned Had internet issues
719 23-Nov-21 Employee 719 Voluntary Resigned Better Opportunity
720 23-Nov-21 Employee 720 Voluntary Resigned Unforseen Circumstances
721 23-Nov-21 Employee 721 Voluntary Resigned Personal Commitments
722 24-Nov-21 Employee 722 Voluntary Resigned Unforseen Circumstances
723 24-Nov-21 Employee 723 Voluntary Job Abandoned No Reason Given
724 24-Nov-21 Employee 724 Voluntary Job Abandoned Illness
725 24-Nov-21 Employee 725 Voluntary Resigned Illness
726 24-Nov-21 Employee 726 Voluntary Resigned Challenging job with little support
727 24-Nov-21 Employee 727 Voluntary Resigned Leaving the country
728 25-Nov-21 Employee 728 Voluntary Resigned No Reason Given
729 26-Nov-21 Employee 729 Voluntary Job Abandoned No Reason Given
730 27-Nov-21 Employee 730 Voluntary Resigned Leaving the country
731 29-Nov-21 Employee 731 Voluntary Resigned Family Emergency
732 30-Nov-21 Employee 732 Voluntary Resigned Pregnant
733 30-Nov-21 Employee 733 Voluntary Resigned Another Job
734 2-Dec-21 Employee 734 Voluntary Resigned Another Job
735 2-Dec-21 Employee 735 Voluntary Resigned Poor Attendance
736 3-Dec-21 Employee 736 Voluntary Resigned Illness
737 3-Dec-21 Employee 737 Voluntary Resigned No Reason Given
738 6-Dec-21 Employee 738 Voluntary Resigned Minted Account was hard
739 6-Dec-21 Employee 739 Voluntary Resigned No Reason Given
740 6-Dec-21 Employee 740 Voluntary Job Abandoned Absence
741 6-Dec-21 Employee 741 Voluntary Resigned Didn’t like the set up of the Account
742 6-Dec-21 Employee 742 Voluntary Job Abandoned Living situation not professional for work
743 6-Dec-21 Employee 743 Voluntary Resigned Leaving the country for a short while
744 6-Dec-21 Employee 744 Voluntary Resigned Another Job
745 6-Dec-21 Employee 745 Voluntary Job Abandoned Illness
746 8-Dec-21 Employee 746 Voluntary Resigned Another Opportunity
747 13-Dec-21 Employee 747 Voluntary Resigned Unforseen Circumstances
748 14-Dec-21 Employee 748 Voluntary Resigned Doesn’t think she was doing a good job
749 14-Dec-21 Employee 749 Voluntary Resigned Another Job
750 15-Dec-21 Employee 750 Voluntary Resigned To Pursue another career opportunity
751 15-Dec-21 Employee 751 Voluntary Resigned Received another offer
752 21-Dec-21 Employee 752 Voluntary Resigned Illness
753 22-Dec-21 Employee 753 Voluntary Resigned Poor Attendance
754 23-Dec-21 Employee 754 Voluntary Resigned Doesn’t think his talent was being utilized
755 24-Dec-21 Employee 755 Voluntary Resigned Relocating
756 28-Dec-21 Employee 756 Voluntary Resigned Up for Disciplinary Hearing
757 28-Dec-21 Employee 757 Voluntary Resigned Migration Issues
758 30-Dec-21 Employee 758 Voluntary Job Abandoned Another Job
759 30-Dec-21 Employee 759 Voluntary Resigned Up for Disciplinary Hearing
 155

760 31-Dec-21 Employee 760 Voluntary Resigned No Reason Given

761 31-Dec-21 Employee 761 Voluntary Resigned Personal Circmstances
762 31-Dec-21 Employee 762 Voluntary Resigned School
763 2-Jan-22 Employee 763 Voluntary Resigned No Reason Given
764 3-Jan-22 Employee 764 Voluntary Resigned Leaving the country
765 3-Jan-22 Employee 765 Voluntary Resigned No Reason Given
766 3-Jan-22 Employee 766 Voluntary Resigned Personal Reasons
767 5-Jan-22 Employee 767 Voluntary Resigned Wanted a permanet WFR job
768 10-Jan-22 Employee 768 Voluntary Resigned Personal Reasons
769 10-Jan-22 Employee 769 Voluntary Resigned Quaratine/Salary/Journey
770 10-Jan-22 Employee 770 Voluntary Resigned Not comfortable
771 11-Jan-22 Employee 771 Voluntary Resigned Uncomfortable experience
772 17-Jan-22 Employee 772 Voluntary Resigned Going Overseas
773 17-Jan-22 Employee 773 Voluntary Resigned Moving on the my next challenge
CS doesn’t align with the goals I set for
774 18-Jan-22 Employee 774 Voluntary Resigned myself
Has been unhealthy for my mental
775 19-Jan-22 Employee 775 Voluntary Resigned health/uncomfortable
776 19-Jan-22 Employee 776 Voluntary Resigned Another Job
Didn’t like talking on the phone for long
777 19-Jan-22 Employee 777 Voluntary Resigned hours
778 21-Jan-22 Employee 778 Voluntary Resigned AC causing health complications
779 22-Jan-22 Employee 779 Voluntary Resigned Another Opportunity
780 22-Jan-22 Employee 780 Voluntary Resigned Family Circumstances outside my country
781 26-Jan-22 Employee 781 Voluntary Resigned Personal Reasons
782 26-Jan-22 Employee 782 Voluntary Resigned Going back to school
783 26-Jan-22 Employee 783 Voluntary Resigned Personal Reasons
784 26-Jan-22 Employee 784 Voluntary Resigned Son fell ill
785 26-Jan-22 Employee 785 Voluntary Resigned Personal Reasons
786 27-Jan-22 Employee 786 Voluntary Resigned Uncomfortable environment
Career Advancement and Future
787 27-Jan-22 Employee 787 Voluntary Resigned Development
Unable to balance professional duties and
788 31-Jan-22 Employee 788 Voluntary Resigned being a new mother
789 1-Feb-22 Employee 789 Voluntary Resigned Unforseen Circumstances
790 1-Feb-22 Employee 790 Voluntary Resigned Medical Reasons
791 7-Feb-22 Employee 791 Voluntary Resigned Unforseen Circumstances
792 7-Feb-22 Employee 792 Voluntary Resigned No Reason Given
793 8-Feb-22 Employee 793 Voluntary Resigned No Reason Given
794 9-Feb-22 Employee 794 Voluntary Resigned Personal Reasons
795 9-Feb-22 Employee 795 Voluntary Resigned Another Job
796 14-Feb-22 Employee 796 Voluntary Resigned Up for Disciplinary Hearing
797 14-Feb-22 Employee 797 Voluntary Resigned Personal Reasons
 156

798 14-Feb-22 Employee 798 Voluntary Resigned No Reason Given

799 15-Feb-22 Employee 799 Voluntary Resigned Another Job
800 16-Feb-22 Employee 800 Voluntary Resigned Health Conditions
801 16-Feb-22 Employee 801 Voluntary Resigned Personal Reasons
802 16-Feb-22 Employee 802 Voluntary Resigned Health Issues
803 20-Feb-22 Employee 803 Voluntary Resigned No Reason Given
804 21-Feb-22 Employee 804 Voluntary Resigned Not Happy @ work
805 22-Feb-22 Employee 805 Voluntary Resigned Can't Manage
806 23-Feb-22 Employee 806 Voluntary Resigned Working on site
807 23-Feb-22 Employee 807 Voluntary Resigned Personal Issues
808 24-Feb-22 Employee 808 Voluntary Resigned Up for Disciplinary Hearing
809 25-Feb-22 Employee 809 Voluntary Job Abandoned Could not provide us a PR
810 25-Feb-22 Employee 810 Voluntary Resigned Violence in my Community
811 25-Feb-22 Employee 811 Voluntary Job Abandoned Illness
812 25-Feb-22 Employee 812 Voluntary Resigned Unforseen Circumstance
813 28-Feb-22 Employee 813 Voluntary Resigned Personal Matters
814 1-Mar-22 Employee 814 Voluntary Resigned Migrating
815 1-Mar-22 Employee 815 Voluntary Job Abandoned Internet Issues
816 2-Mar-22 Employee 816 Voluntary Resigned No Reason Given
817 3-Mar-22 Employee 817 Voluntary Resigned Medical Issues
818 4-Mar-22 Employee 818 Voluntary Resigned Personal Emergency
819 4-Mar-22 Employee 819 Voluntary Death NA
820 4-Mar-22 Employee 820 Voluntary Resigned No Reason Given
821 6-Mar-22 Employee 821 Voluntary Resigned Personal & Family Issues
822 9-Mar-22 Employee 822 Voluntary Resigned Wanted to WFH
823 10-Mar-22 Employee 823 Voluntary Resigned Familly Issues
824 11-Mar-22 Employee 824 Voluntary Resigned Up for Disciplinary Hearing
825 12-Mar-22 Employee 825 Voluntary Resigned A change of personal circumstance
826 14-Mar-22 Employee 826 Voluntary Resigned To Pursue Passion in Marketing
827 14-Mar-22 Employee 827 Voluntary Job Abandoned No Reason Given
828 15-Mar-22 Employee 828 Voluntary Resigned Moving to another Parish
829 15-Mar-22 Employee 829 Voluntary Resigned Multiple Reasons
830 18-Mar-22 Employee 830 Voluntary Resigned Struggle to catch the staff bus daily
Change of Environement & Leaving the
831 19-Mar-22 Employee 831 Voluntary Resigned Country
832 21-Mar-22 Employee 832 Voluntary Resigned Hectic to travel with a 2 year old
833 21-Mar-22 Employee 833 Voluntary Resigned The way the Trainer spoke to me
834 21-Mar-22 Employee 834 Voluntary Resigned No Reason Given
835 22-Mar-22 Employee 835 Voluntary Resigned Distance
836 25-Mar-22 Employee 836 Voluntary Resigned Up for Disciplinary Hearing
837 25-Mar-22 Employee 837 Voluntary Resigned Personal Reasons
838 26-Mar-22 Employee 838 Voluntary Resigned Circumstances Beyond Control
839 29-Mar-22 Employee 839 Voluntary Resigned Shift
 157

840 30-Mar-22 Employee 840 Voluntary Job Abandoned No Reason Given

841 31-Mar-22 Employee 841 Voluntary Resigned Pay Issues
842 1-Apr-22 Employee 842 Voluntary Resigned Another Opportunity
843 4-Apr-22 Employee 843 Voluntary Resigned Unforseen Circumstances
844 4-Apr-22 Employee 844 Voluntary Resigned Decided to Move on
No Improvement with the company, Toxic
845 5-Apr-22 Employee 845 Voluntary Resigned Enviroment
Environment became uncomfortable, team
846 6-Apr-22 Employee 846 Voluntary Resigned mates were being laid off
847 6-Apr-22 Employee 847 Voluntary Resigned Received an Offer
848 11-Apr-22 Employee 848 Voluntary Resigned Personal Matters
849 11-Apr-22 Employee 849 Voluntary Resigned Travelling the distance due to pregnancy
850 12-Apr-22 Employee 850 Voluntary Resigned Time to Move on to my challenge
851 13-Apr-22 Employee 851 Voluntary Resigned Strategic Career Move
852 14-Apr-22 Employee 852 Voluntary Resigned Personal Reasons
853 17-Apr-22 Employee 853 Voluntary Resigned Better Opportunity
Limited Transportation access & fear of being
854 19-Apr-22 Employee 854 Voluntary Resigned laid off
855 19-Apr-22 Employee 855 Voluntary Resigned No Reason Given
Unprofessionalism of Ops Mgr. &
856 19-Apr-22 Employee 856 Voluntary Resigned Management
857 21-Apr-22 Employee 857 Voluntary Resigned No Reason Given
858 21-Apr-22 Employee 858 Voluntary Resigned Relocate
859 21-Apr-22 Employee 859 Voluntary Resigned Personal Reasons
860 25-Apr-22 Employee 860 Voluntary Resigned Another Job
861 26-Apr-22 Employee 861 Voluntary Resigned Shift
Mom has injured back and she look after my
862 26-Apr-22 Employee 862 Voluntary Resigned kids
863 28-Apr-22 Employee 863 Voluntary Resigned No Reason Given
864 29-Apr-22 Employee 864 Voluntary Resigned Wanted 3 month LOA
865 1-May-22 Employee 865 Voluntary Resigned Shift
866 3-May-22 Employee 866 Voluntary Resigned No Reason Given
867 5-May-22 Employee 867 Voluntary Job Abandoned No Reason Given
868 5-May-22 Employee 868 Voluntary Resigned No Reason Given
869 5-May-22 Employee 869 Voluntary Resigned Not getting the support to do the job
870 6-May-22 Employee 870 Voluntary Resigned Circumstances Beyond Control
Needed a different work environment & At
871 6-May-22 Employee 871 Voluntary Resigned home intenet network
872 6-May-22 Employee 872 Voluntary Resigned Personal Unforseen Curcmstances
873 6-May-22 Employee 873 Voluntary Resigned Was laid off , had to look another job
874 9-May-22 Employee 874 Voluntary Resigned Going back in the hotel Industry
875 9-May-22 Employee 875 Voluntary Resigned No Reason Given
876 9-May-22 Employee 876 Voluntary Resigned No Reason Given
 158

Empty Promises, Better Opportunity, Better

877 9-May-22 Employee 877 Voluntary Resigned Pay
878 9-May-22 Employee 878 Voluntary Resigned No Longer flexible to work late shifts
879 10-May-22 Employee 879 Voluntary Resigned No Reason Given
880 10-May-22 Employee 880 Voluntary Resigned Better Opportunity
881 10-May-22 Employee 881 Voluntary Resigned School
882 11-May-22 Employee 882 Voluntary Resigned In Office travelling too stressful
883 13-May-22 Employee 883 Voluntary Resigned Medical Condition
884 13-May-22 Employee 884 Voluntary Resigned No Reason Given
885 13-May-22 Employee 885 Voluntary Resigned To Pursue another another avenue
886 13-May-22 Employee 886 Voluntary Resigned Personal Reasons
887 13-May-22 Employee 887 Voluntary Resigned No Reason Given
888 14-May-22 Employee 888 Voluntary Resigned No Reason Given
889 14-May-22 Employee 889 Voluntary Resigned Circumstances Beyond Control
890 15-May-22 Employee 890 Voluntary Resigned Unable to work 40 hrs.
891 24-May-22 Employee 891 Voluntary Resigned No Reason Given
892 25-May-22 Employee 892 Voluntary Resigned Was laid off
893 26-May-22 Employee 893 Voluntary Resigned Was laid off
894 26-May-22 Employee 894 Voluntary Resigned Personal Reason/Was Laid Off
895 27-May-22 Employee 895 Voluntary Job Abandoned No Reason Given
896 27-May-22 Employee 896 Voluntary Resigned Unforseen Situation
897 28-May-22 Employee 897 Voluntary Resigned Time to Move on
898 30-May-22 Employee 898 Voluntary Resigned Personal Reasons
899 30-May-22 Employee 899 Voluntary Resigned Unfortuate Emergency Circumstances
900 30-May-22 Employee 900 Voluntary Resigned Was Laid Off
901 31-May-22 Employee 901 Voluntary Resigned Time to Move on
902 1-Jun-22 Employee 902 Voluntary Resigned Illness
903 1-Jun-22 Employee 903 Voluntary Resigned No Reason Given
904 2-Jun-22 Employee 904 Voluntary Resigned Leaving the country
905 2-Jun-22 Employee 905 Voluntary Job Abandoned No Reason Given
906 6-Jun-22 Employee 906 Voluntary Resigned Personal Reasons
907 6-Jun-22 Employee 907 Voluntary Resigned Was laid off so chose another career path
908 6-Jun-22 Employee 908 Voluntary Resigned To change career path
909 6-Jun-22 Employee 909 Voluntary Resigned Personal Challenges
910 6-Jun-22 Employee 910 Voluntary Resigned Had Prior Engagments before
911 7-Jun-22 Employee 911 Voluntary Resigned No longer feeling comfortable
912 8-Jun-22 Employee 912 Voluntary Resigned Opportunity to work in my field of study
913 8-Jun-22 Employee 913 Voluntary Resigned Personal Reasons
914 8-Jun-22 Employee 914 Voluntary Resigned Became overbearing working here
915 13-Jun-22 Employee 915 Voluntary Resigned Family Emergency
916 13-Jun-22 Employee 916 Voluntary Resigned Unable to work on site
917 15-Jun-22 Employee 917 Voluntary Job Abandoned No Reason Given
918 16-Jun-22 Employee 918 Voluntary Resigned Personal Reasons
 159

919 17-Jun-22 Employee 919 Voluntary Resigned Was Laid off

920 17-Jun-22 Employee 920 Voluntary Resigned Was Laid off
Offered a position with former place of
921 17-Jun-22 Employee 921 Voluntary Resigned employ
922 22-Jun-22 Employee 922 Voluntary Resigned Time to Move on
923 23-Jun-22 Employee 923 Voluntary Resigned Can't Manage the Constant Shift Change
924 24-Jun-22 Employee 924 Voluntary Resigned Disgusted in the environment
Date of
No. Speration Employee Term Code Reason Commm
1 10-Jan-20 Employee 1 Involuntary Termination Frau
Call Avoidance/Ina
2 23-Jan-20 Employee 2 Involuntary Termination Handl
Call Avoidance/Ina
3 23-Jan-20 Employee 3 Involuntary Termination Handl
Call Avoidance/Ina
4 24-Jan-20 Employee 4 Involuntary Termination Handl
Call Avoidance/Ina
5 24-Jan-20 Employee 5 Involuntary Termination Handl
6 31-Jan-20 Employee 6 Involuntary Termination Contract
7 7-Feb-20 Employee 7 Involuntary Termination Contract
HMD Manipulation/I
8 14-Feb-20 Employee 8 Involuntary Termination Handl
HMD Manipulation/I
9 17-Feb-20 Employee 9 Involuntary Termination Handl
Call Avoidance/Ina
10 19-Feb-20 Employee 10 Involuntary Termination Handl
11 19-Feb-20 Employee 11 Involuntary Termination Call Avoi
12 19-Feb-20 Employee 12 Involuntary Termination HMD Manipulation
Call Avoidance/Ina
13 19-Feb-20 Employee 13 Involuntary Termination Handl
14 19-Feb-20 Employee 14 Involuntary Termination HMD Manipulation a
15 24-Feb-20 Employee 15 Involuntary Termination Call Avoi
16 24-Feb-20 Employee 16 Involuntary Termination Call Avoi
HMD Manipulation and
17 24-Feb-20 Employee 17 Involuntary Termination Handl
HMD Manipulation and
18 27-Feb-20 Employee 18 Involuntary Termination Handl
19 27-Feb-20 Employee 19 Involuntary Termination Breached Attend
Influencing or Soliciti
20 27-Feb-20 Employee 20 Involuntary Termination Respon
21 2-Mar-20 Employee 21 Involuntary Termination Call Avoi
Inappropropri
Handling/Consultant re
22 2-Mar-20 Employee 22 Involuntary Termination superv
23 2-Mar-20 Employee 23 Involuntary Termination Influencing or Soliciti
 160

Respon
By Sending Lengthy em
words and sending mo
24 2-Mar-20 Employee 24 Involuntary Termination contact unne
25 2-Mar-20 Employee 25 Involuntary Termination HMD Manipulation a
26 3-Mar-20 Employee 26 Involuntary Termination Inappropriate C
27 3-Mar-20 Employee 27 Involuntary Termination Breached Attend
28 4-Mar-20 Employee 28 Involuntary Termination Call Avoi
29 4-Mar-20 Employee 29 Involuntary Termination Security B
30 4-Mar-20 Employee 30 Involuntary Termination Call Avoi
31 4-Mar-20 Employee 31 Involuntary Termination Security B
32 6-Mar-20 Employee 32 Involuntary Termination Call Avoi
Suppressing HMD Link
33 6-Mar-20 Employee 33 Involuntary Termination Policy Gui
34 10-Mar-20 Employee 34 Involuntary Termination Breached Attend
Breached Attendanc
35 10-Mar-20 Employee 35 Involuntary Termination Polic
36 10-Mar-20 Employee 36 Involuntary Termination Security B
37 17-Mar-20 Employee 37 Involuntary Termination Inappropriate C
38 18-Mar-20 Employee 38 Involuntary Termination Payroll F
39 20-Mar-20 Employee 39 Involuntary Termination Inappropriate C
Breached Attendanc
40 23-Mar-20 Employee 40 Involuntary Termination Polic
41 23-Mar-20 Employee 41 Involuntary Termination Call Avoi
Breached Attendanc
42 24-Mar-20 Employee 42 Involuntary Termination Polic
Breached Attendanc
43 24-Mar-20 Employee 43 Involuntary Termination Polic
Inappropriate Call
44 24-Mar-20 Employee 44 Involuntary Termination Avoida
45 26-Mar-20 Employee 45 Involuntary Termination Inappropriate C
46 27-Mar-20 Employee 46 Involuntary Termination Breached Attend
Breached Client's A
47 30-Mar-20 Employee 47 Involuntary Termination Standards
Unathorised Access t
48 30-Mar-20 Employee 48 Involuntary Termination accou
49 31-Mar-20 Employee 49 Involuntary Termination HMD Mani
50 1-Apr-20 Employee 50 Involuntary Termination Call Avoi
Influencing or Soliciti
51 2-Apr-20 Employee 51 Involuntary Termination Respon
The Key Performanc
52 6-Apr-20 Employee 52 Involuntary Termination were no
Call Avoidance & Giv
53 6-Apr-20 Employee 53 Involuntary Termination to a Cust
 161

54 6-Apr-20 Employee 54 Involuntary Termination Breached Attend

Breached Code of Co
55 8-Apr-20 Employee 55 Involuntary Termination Policy & Discpl
Breached Code of Co
56 8-Apr-20 Employee 56 Involuntary Termination Polic
The Key Performanc
57 9-Apr-20 Employee 57 Involuntary Termination were no
58 9-Apr-20 Employee 58 Involuntary Termination Call Avoi
Breached Code of Co
59 14-Apr-20 Employee 59 Involuntary Termination Policy & Discpl
Failure to follow up b
60 15-Apr-20 Employee 60 Involuntary Termination expectati
Assisted a Customer w
61 15-Apr-20 Employee 61 Involuntary Termination the acco
62 15-Apr-20 Employee 62 Involuntary Termination HMD Manipulation a
The Key Performanc
63 20-Apr-20 Employee 63 Involuntary Termination were no
64 20-Apr-20 Employee 64 Involuntary Termination Inappropriate C
65 20-Apr-20 Employee 65 Involuntary Termination HMD Suppression
The Key Performanc
66 21-Apr-20 Employee 66 Involuntary Termination were no
The Key Performanc
67 21-Apr-20 Employee 67 Involuntary Termination were no
68 21-Apr-20 Employee 68 Involuntary Termination Breached Aux C
69 30-Apr-20 Employee 69 Involuntary Termination Call Avoi
The Key Performanc
70 30-Apr-20 Employee 70 Involuntary Termination were no
71 30-Apr-20 Employee 71 Involuntary Termination Call Avoi
The Key Performanc
72 1-May-20 Employee 72 Involuntary Termination were no
The Key Performanc
73 4-May-20 Employee 73 Involuntary Termination were no
Breached Rules of Con
74 5-May-20 Employee 74 Involuntary Termination Payro
The Key Performanc
75 6-May-20 Employee 75 Involuntary Termination were no
The Key Performanc
76 6-May-20 Employee 76 Involuntary Termination were no
77 11-May-20 Employee 77 Involuntary Termination Rude to the C
78 11-May-20 Employee 78 Involuntary Termination Call Avoi
79 20-May-20 Employee 79 Involuntary Termination Contract
80 2-Jun-20 Employee 80 Involuntary Termination Inappropriate C
Inappropriate Call
81 10-Jun-20 Employee 81 Involuntary Termination Avoida
82 10-Jun-20 Employee 82 Involuntary Termination Call Avoi
 162

83 11-Jun-20 Employee 83 Involuntary Termination Call Avoi

84 16-Jun-20 Employee 84 Involuntary Termination Rude to the C
85 23-Jun-20 Employee 85 Involuntary Termination Inappropriate C
Inappropriate Call
86 23-Jun-20 Employee 86 Involuntary Termination Avoida
87 23-Jun-20 Employee 87 Involuntary Termination Call Avoi
88 23-Jun-20 Employee 88 Involuntary Termination Customers Hold time
89 23-Jun-20 Employee 89 Involuntary Termination Customers Hold time
90 26-Jun-20 Employee 90 Involuntary Termination Inappropriate C
91 26-Jun-20 Employee 91 Involuntary Termination Call Avoi
Locked Contacts to avo
92 9-Jul-20 Employee 92 Involuntary Termination respon
93 16-Jul-20 Employee 93 Involuntary Termination Customers Hold time
Consultant issued con
94 20-Jul-20 Employee 94 Involuntary Termination Client gui
95 27-Jul-20 Employee 95 Involuntary Termination Call Avoi
96 27-Jul-20 Employee 96 Involuntary Termination Call Avoi
Consultant yelled or sc
97 29-Jul-20 Employee 97 Involuntary Termination used rude co
Call Avoidance & Cu
98 29-Jul-20 Employee 98 Involuntary Termination exceeded 2
Issued concession out
99 29-Jul-20 Employee 99 Involuntary Termination hold time excee
100 30-Jul-20 Employee 100 Involuntary Termination Customers Hold time
101 3-Aug-20 Employee 101 Involuntary Termination Call Avoi
102 3-Aug-20 Employee 102 Involuntary Termination Customers Hold time
Consultand used vu
103 5-Aug-20 Employee 103 Involuntary Termination laungu
Suppressing HMD Link
104 7-Aug-20 Employee 104 Involuntary Termination Policy Guidelines
Suppressing HMD Link
105 7-Aug-20 Employee 105 Involuntary Termination Policy Gui
106 7-Aug-20 Employee 106 Involuntary Termination Customers Hold time
Security Breach & ho
107 7-Aug-20 Employee 107 Involuntary Termination mins
Failure to follow up b
108 14-Aug-20 Employee 108 Involuntary Termination expectation set and
Excessive Hold t
109 17-Aug-20 Employee 109 Involuntary Termination Manipul
110 19-Aug-20 Employee 110 Involuntary Termination Customers Hold time
Failure to execute fo
111 24-Aug-20 Employee 111 Involuntary Termination expectati
Releasing unathori
112 24-Aug-20 Employee 112 Involuntary Termination informa
 163

113 26-Aug-20 Employee 113 Involuntary Termination Call Avoi

HMD Manipulation a
114 27-Aug-20 Employee 114 Involuntary Termination exceeded 2
115 10-Sep-20 Employee 115 Involuntary Termination Call Avoi
116 10-Sep-20 Employee 116 Involuntary Termination Call Avoi
117 30-Sep-20 Employee 117 Involuntary Termination HMD Mani
Releasing unathori
118 1-Oct-20 Employee 118 Involuntary Termination informa
119 2-Oct-20 Employee 119 Involuntary Termination Call Avoi
120 22-Oct-20 Employee 120 Involuntary Termination Call Avoi
121 22-Oct-20 Employee 121 Involuntary Termination Call Avoi
122 23-Nov-20 Employee 122 Involuntary Termination Perform
123 23-Nov-20 Employee 123 Involuntary Termination Termination o
124 28-Nov-20 Employee 124 Involuntary Termination Non Renewal
125 28-Nov-20 Employee 125 Involuntary Termination Non Renewal
126 3-Dec-20 Employee 126 Involuntary Termination HMD Mani
127 3-Dec-20 Employee 127 Involuntary Termination HMD Mani
128 7-Dec-20 Employee 128 Involuntary Termination HMD Mani
129 14-Dec-20 Employee 129 Involuntary Termination HMD Mani
130 14-Dec-20 Employee 130 Involuntary Termination HMD Manipulation a
131 18-Dec-20 Employee 131 Involuntary Termination Contract
The Key Performanc
132 21-Dec-20 Employee 132 Involuntary Termination were no
133 23-Dec-20 Employee 133 Involuntary Termination Ramp D
134 23-Dec-20 Employee 134 Involuntary Termination Ramp D
135 23-Dec-20 Employee 135 Involuntary Termination Ramp D
136 23-Dec-20 Employee 136 Involuntary Termination Ramp D
137 23-Dec-20 Employee 137 Involuntary Termination Ramp D
138 23-Dec-20 Employee 138 Involuntary Termination Ramp D
139 23-Dec-20 Employee 139 Involuntary Termination Ramp D
140 23-Dec-20 Employee 140 Involuntary Termination Ramp D
141 23-Dec-20 Employee 141 Involuntary Termination Ramp D
142 23-Dec-20 Employee 142 Involuntary Termination Ramp D
143 23-Dec-20 Employee 143 Involuntary Termination Ramp D
144 4-Jan-21 Employee 144 Involuntary Termination Ramp D
145 4-Jan-21 Employee 145 Involuntary Termination Ramp D
146 4-Jan-21 Employee 146 Involuntary Termination Ramp D
147 4-Jan-21 Employee 147 Involuntary Termination Ramp D
148 4-Jan-21 Employee 148 Involuntary Termination Ramp D
149 4-Jan-21 Employee 149 Involuntary Termination Ramp D
150 4-Jan-21 Employee 150 Involuntary Termination Ramp D
151 4-Jan-21 Employee 151 Involuntary Termination Ramp D
152 4-Jan-21 Employee 152 Involuntary Termination Ramp D
 164

153 4-Jan-21 Employee 153 Involuntary Termination Ramp D

154 4-Jan-21 Employee 154 Involuntary Termination Ramp D
155 4-Jan-21 Employee 155 Involuntary Termination Ramp D
156 4-Jan-21 Employee 156 Involuntary Termination Ramp D
157 4-Jan-21 Employee 157 Involuntary Termination Ramp D
158 4-Jan-21 Employee 158 Involuntary Termination Ramp D
159 4-Jan-21 Employee 159 Involuntary Termination Ramp D
160 4-Jan-21 Employee 160 Involuntary Termination Ramp D
161 4-Jan-21 Employee 161 Involuntary Termination Ramp D
162 4-Jan-21 Employee 162 Involuntary Termination Ramp D
163 4-Jan-21 Employee 163 Involuntary Termination Ramp D
164 4-Jan-21 Employee 164 Involuntary Termination Ramp D
165 4-Jan-21 Employee 165 Involuntary Termination Ramp D
166 4-Jan-21 Employee 166 Involuntary Termination Ramp D
167 4-Jan-21 Employee 167 Involuntary Termination Ramp D
168 4-Jan-21 Employee 168 Involuntary Termination Ramp D
169 4-Jan-21 Employee 169 Involuntary Termination Ramp D
170 4-Jan-21 Employee 170 Involuntary Termination Ramp D
171 4-Jan-21 Employee 171 Involuntary Termination Ramp D
172 4-Jan-21 Employee 172 Involuntary Termination Ramp D
173 4-Jan-21 Employee 173 Involuntary Termination Ramp D
174 4-Jan-21 Employee 174 Involuntary Termination Ramp D
175 4-Jan-21 Employee 175 Involuntary Termination Ramp D
176 4-Jan-21 Employee 176 Involuntary Termination Ramp D
177 4-Jan-21 Employee 177 Involuntary Termination Ramp D
178 4-Jan-21 Employee 178 Involuntary Termination Ramp D
179 4-Jan-21 Employee 179 Involuntary Termination Ramp D
180 4-Jan-21 Employee 180 Involuntary Termination Ramp D
181 4-Jan-21 Employee 181 Involuntary Termination Ramp D
182 4-Jan-21 Employee 182 Involuntary Termination Ramp D
183 4-Jan-21 Employee 183 Involuntary Termination Ramp D
184 4-Jan-21 Employee 184 Involuntary Termination Ramp D
185 4-Jan-21 Employee 185 Involuntary Termination Ramp D
186 4-Jan-21 Employee 186 Involuntary Termination Ramp D
187 5-Jan-21 Employee 187 Involuntary Termination End of Co
188 5-Jan-21 Employee 188 Involuntary Termination End of Co
189 5-Jan-21 Employee 189 Involuntary Termination End of Co
190 5-Jan-21 Employee 190 Involuntary Termination End of Co
191 5-Jan-21 Employee 191 Involuntary Termination End of Co
192 5-Jan-21 Employee 192 Involuntary Termination End of Co
193 6-Jan-21 Employee 193 Involuntary Termination Perform
Breached Code of Co
194 12-Jan-21 Employee 194 Involuntary Termination Polic
 165

195 8-Feb-21 Employee 195 Involuntary Termination Breached Drugs and

196 8-Feb-21 Employee 196 Involuntary Termination Ramp D
197 8-Feb-21 Employee 197 Involuntary Termination End of Co
198 12-Apr-21 Employee 198 Involuntary Termination Call Avoi
Used Vulgar, Offensiv
199 10-May-21 Employee 199 Involuntary Termination to test t
Failure to Excute Foll
200 21-May-21 Employee 200 Involuntary Termination Avoida
Breach Cell Phone, S
201 25-May-21 Employee 201 Involuntary Termination Devices P
Altering a ProctorU
202 7-Jul-21 Employee 202 Involuntary Termination getting per
203 27-Jul-21 Employee 203 Involuntary Termination Contract Te
204 30-Jul-21 Employee 204 Involuntary Redundancy Redistribute Hu
205 30-Jul-21 Employee 205 Involuntary Redundancy Redistribute Hu
206 30-Jul-21 Employee 206 Involuntary Redundancy Redistribute Hu
207 30-Jul-21 Employee 207 Involuntary Termination Attendance &
208 3-Aug-21 Employee 208 Involuntary Termination Contract Te
209 3-Aug-21 Employee 209 Involuntary Termination Contract Te
210 4-Aug-21 Employee 210 Involuntary Termination Contract Te
211 9-Aug-21 Employee 211 Involuntary Termination Contract Te
212 12-Aug-21 Employee 212 Involuntary Termination Fighti
213 10-Sep-21 Employee 213 Involuntary Redundancy Redistribute Hu
214 16-Sep-21 Employee 214 Involuntary Termination Failed Pro
215 1-Oct-21 Employee 215 Involuntary Termination Falcification of Emp
Being in Possession
216 5-Nov-21 Employee 216 Involuntary Termination weapo
217 15-Nov-21 Employee 217 Involuntary Redundancy Redistribute Hu
218 21-Dec-21 Employee 218 Involuntary Termination Breached Attend
219 22-Dec-21 Employee 219 Involuntary Termination Frau
220 24-Dec-21 Employee 220 Involuntary Termination Ramp D
221 24-Dec-21 Employee 221 Involuntary Termination Ramp D
222 24-Dec-21 Employee 222 Involuntary Termination Ramp D
223 24-Dec-21 Employee 223 Involuntary Termination Ramp D
224 24-Dec-21 Employee 224 Involuntary Termination Ramp D
225 24-Dec-21 Employee 225 Involuntary Termination Ramp D
226 24-Dec-21 Employee 226 Involuntary Termination Ramp D
227 24-Dec-21 Employee 227 Involuntary Termination Ramp D
228 24-Dec-21 Employee 228 Involuntary Termination Ramp D
229 24-Dec-21 Employee 229 Involuntary Termination Ramp D
230 24-Dec-21 Employee 230 Involuntary Termination Ramp D
231 24-Dec-21 Employee 231 Involuntary Termination Ramp D
232 24-Dec-21 Employee 232 Involuntary Termination Ramp D
 166

233 24-Dec-21 Employee 233 Involuntary Termination Ramp D

234 24-Dec-21 Employee 234 Involuntary Termination Ramp D
235 24-Dec-21 Employee 235 Involuntary Termination Ramp D
236 24-Dec-21 Employee 236 Involuntary Termination Ramp D
237 24-Dec-21 Employee 237 Involuntary Termination Ramp D
238 24-Dec-21 Employee 238 Involuntary Termination Ramp D
239 24-Dec-21 Employee 239 Involuntary Termination Ramp D
240 24-Dec-21 Employee 240 Involuntary Termination Ramp D
241 24-Dec-21 Employee 241 Involuntary Termination Ramp D
242 24-Dec-21 Employee 242 Involuntary Termination Ramp D
243 24-Dec-21 Employee 243 Involuntary Termination Ramp D
244 24-Dec-21 Employee 244 Involuntary Termination Ramp D
245 24-Dec-21 Employee 245 Involuntary Termination Ramp D
246 24-Dec-21 Employee 246 Involuntary Termination Ramp D
247 24-Dec-21 Employee 247 Involuntary Termination Ramp D
248 24-Dec-21 Employee 248 Involuntary Termination Ramp D
249 24-Dec-21 Employee 249 Involuntary Termination Ramp D
250 24-Dec-21 Employee 250 Involuntary Termination Ramp D
251 24-Dec-21 Employee 251 Involuntary Termination Ramp D
252 24-Dec-21 Employee 252 Involuntary Termination Ramp D
253 24-Dec-21 Employee 253 Involuntary Termination Ramp D
254 24-Dec-21 Employee 254 Involuntary Termination Ramp D
255 24-Dec-21 Employee 255 Involuntary Termination Ramp D
256 24-Dec-21 Employee 256 Involuntary Termination Ramp D
257 24-Dec-21 Employee 257 Involuntary Termination Ramp D
258 24-Dec-21 Employee 258 Involuntary Termination Ramp D
259 24-Dec-21 Employee 259 Involuntary Termination Ramp D
260 24-Dec-21 Employee 260 Involuntary Termination Ramp D
261 24-Dec-21 Employee 261 Involuntary Termination Ramp D
262 24-Dec-21 Employee 262 Involuntary Termination Ramp D
263 24-Dec-21 Employee 263 Involuntary Termination Ramp D
264 24-Dec-21 Employee 264 Involuntary Termination Ramp D
265 24-Dec-21 Employee 265 Involuntary Termination Ramp D
266 24-Dec-21 Employee 266 Involuntary Termination Ramp D
267 24-Dec-21 Employee 267 Involuntary Termination Ramp D
268 24-Dec-21 Employee 268 Involuntary Termination Ramp D
269 24-Dec-21 Employee 269 Involuntary Termination Ramp D
270 24-Dec-21 Employee 270 Involuntary Termination Ramp D
271 24-Dec-21 Employee 271 Involuntary Termination Ramp D
272 24-Dec-21 Employee 272 Involuntary Termination Ramp D
273 24-Dec-21 Employee 273 Involuntary Termination Ramp D
274 24-Dec-21 Employee 274 Involuntary Termination Ramp D
275 24-Dec-21 Employee 275 Involuntary Termination Ramp D
 167

276 24-Dec-21 Employee 276 Involuntary Termination Ramp D

277 24-Dec-21 Employee 277 Involuntary Termination Ramp D
278 24-Dec-21 Employee 278 Involuntary Termination Ramp D
279 24-Dec-21 Employee 279 Involuntary Termination Ramp D
280 24-Dec-21 Employee 280 Involuntary Termination Ramp D
281 24-Dec-21 Employee 281 Involuntary Termination Ramp D
282 24-Dec-21 Employee 282 Involuntary Termination Ramp D
283 24-Dec-21 Employee 283 Involuntary Termination Ramp D
284 24-Dec-21 Employee 284 Involuntary Termination Ramp D
285 24-Dec-21 Employee 285 Involuntary Termination Ramp D
286 24-Dec-21 Employee 286 Involuntary Termination Ramp D
287 24-Dec-21 Employee 287 Involuntary Termination Ramp D
288 24-Dec-21 Employee 288 Involuntary Termination Ramp D
289 24-Dec-21 Employee 289 Involuntary Termination Ramp D
290 24-Dec-21 Employee 290 Involuntary Termination Ramp D
291 24-Dec-21 Employee 291 Involuntary Termination Ramp D
292 31-Dec-21 Employee 292 Involuntary Termination Ramp D
293 31-Dec-21 Employee 293 Involuntary Termination Ramp D
294 31-Dec-21 Employee 294 Involuntary Termination Ramp D
295 31-Dec-21 Employee 295 Involuntary Termination Ramp D
296 31-Dec-21 Employee 296 Involuntary Termination Ramp D
297 31-Dec-21 Employee 297 Involuntary Termination Ramp D
298 31-Dec-21 Employee 298 Involuntary Termination Ramp D
299 31-Dec-21 Employee 299 Involuntary Termination Ramp D
300 31-Dec-21 Employee 300 Involuntary Termination Ramp D
301 31-Dec-21 Employee 301 Involuntary Termination Ramp D
302 31-Dec-21 Employee 302 Involuntary Termination Ramp D
303 31-Dec-21 Employee 303 Involuntary Termination Ramp D
304 31-Dec-21 Employee 304 Involuntary Termination Ramp D
305 2-Jan-22 Employee 305 Involuntary Termination Ramp D
306 18-Jan-22 Employee 306 Involuntary Termination Used rude abrasive, s
307 21-Jan-22 Employee 307 Involuntary Termination Ramp D
308 21-Jan-22 Employee 308 Involuntary Termination Ramp D
309 21-Jan-22 Employee 309 Involuntary Termination Ramp D
310 21-Jan-22 Employee 310 Involuntary Termination Ramp D
311 21-Jan-22 Employee 311 Involuntary Termination Ramp D
312 21-Jan-22 Employee 312 Involuntary Termination Ramp D
313 21-Jan-22 Employee 313 Involuntary Termination Ramp D
314 22-Jan-22 Employee 314 Involuntary Termination Ramp D
315 22-Jan-22 Employee 315 Involuntary Termination Ramp D
316 22-Jan-22 Employee 316 Involuntary Termination Ramp D
317 22-Jan-22 Employee 317 Involuntary Termination Ramp D
318 23-Jan-22 Employee 318 Involuntary Termination Ramp D
 168

319 23-Jan-22 Employee 319 Involuntary Termination Ramp D

320 23-Jan-22 Employee 320 Involuntary Termination Ramp D
321 23-Jan-22 Employee 321 Involuntary Termination Ramp D
322 23-Jan-22 Employee 322 Involuntary Termination Ramp D
323 23-Jan-22 Employee 323 Involuntary Termination Ramp D
324 23-Jan-22 Employee 324 Involuntary Termination Ramp D
325 23-Jan-22 Employee 325 Involuntary Termination Ramp D
326 11-Feb-22 Employee 326 Involuntary Termination Contract Te
327 15-Feb-22 Employee 327 Involuntary Termination Contract Te
328 15-Feb-22 Employee 328 Involuntary Termination Contract Te
329 1-Mar-22 Employee 329 Involuntary Termination Contract Te
330 1-Mar-22 Employee 330 Involuntary Termination Contract Te
331 1-Mar-22 Employee 331 Involuntary Termination Contract Te
332 1-Mar-22 Employee 332 Involuntary Termination Contract Te
333 1-Mar-22 Employee 333 Involuntary Termination Contract Te
334 4-Mar-22 Employee 334 Involuntary Termination Contract Te
335 22-Apr-22 Employee 335 Involuntary Termination Contract Te
336 6-May-22 Employee 336 Involuntary Redundancy Redund
337 6-May-22 Employee 337 Involuntary Redundancy Redund
338 19-May-22 Employee 338 Involuntary Termination Contract Te
339 25-May-22 Employee 339 Involuntary Termination Contract Te
340 2-Jun-22 Employee 340 Involuntary Termination Contract Te
341 2-Jun-22 Employee 341 Involuntary Termination Contract Te
342 2-Jun-22 Employee 342 Involuntary Termination Contract Te
343 2-Jun-22 Employee 343 Involuntary Termination Contract Te
344 17-Jun-22 Employee 344 Involuntary Termination Misrepresentation/Falc