Absenteeism, employee turnover and organizational commitment. How is absenteeism rate calculated?

The concept of “absenteeism” originates in the Western management tradition. Usually, it means the total amount of working time lost from the work schedule, as well as the ratio of the employee’s missed working time to its total volume.

To calculate this indicator, it does not matter whether the reason for the employee’s absence is valid.

Absenteeism rate affects on staff turnover, it reflects the attitude of performers to their work responsibilities and is used to resolve the issue of choosing tactics for working with personnel: hiring, firing, castings, trainings and other procedures, the purpose of which is to find the optimal mode of interaction between employees, the enterprise and other participants in labor relations.

As a rule, companies suffer significant financial losses due to absenteeism, which is also one of the reasons why employees quit most often.

Human resource management specialists have been studying this phenomenon for quite some time. Traditionally, absenteeism has been considered natural reaction to unsatisfactory working conditions.

This opinion is based on the results of numerous studies that have revealed the existence of a relationship between the level of job satisfaction and the level of absenteeism (as job satisfaction decreases, job rejection increases). It is quite possible that cause and effect are confused here. It is possible that some employees express dissatisfaction with their working conditions for the purpose of justification own habit of skipping work.

More recently, the relationship between absenteeism and other factors has been studied. The list of personal characteristics usually studied in connection with this phenomenon includes age, degree of competence, social load outside the workplace, level of earnings and the presence of a family.

Some scientists believe that this list also needs to include length of service at a given level of the organizational hierarchy, as well as the significance of the position held in the management of a given company. A connection was found between each of these characteristics and absenteeism.

The connection is especially clear between absenteeism and gender. Women show a tendency to absenteeism more often than men. A number of theories have been put forward to interpret this observation. Typically, pronounced female absenteeism is associated with the fact that women are forced to combine work and family functions. It is also important that the positions held by women are usually less significant than those held by men.

The conclusion that female absenteeism has a broader explanation than male absenteeism was indirectly confirmed by studying the characteristics of the relationship absenteeism with age.

Male purposeful manifestation of absenteeism negatively depends on age (as a man grows older, his absenteeism decreases), but in women there is no such dependence.

The observation that female absenteeism does not decrease over the years is often based on the fact that adult women bear a greater burden of household chores than men. However, the truth of this interpretation is questioned by a number of scientists.

Studied the presence of a connection between absenteeism with a number of such indicators, such as the length of working hours, management style, whether the company belongs to a private owner, shareholders or the state, the level of danger of the work and other similar characteristics. Ultimately, the results of studying this phenomenon revealed a tendency towards lower absenteeism in smaller companies and teams, that is, absenteeism will be lower the smaller the size of the organization.

Absenteeism is also called voter refusal vote during elections. In more in a broad sense this is how they designate political choice in the form of refusal of civic activity, that is, avoidance of any political activity (participation in voting, joining a party, going to rallies and demonstrations), but most often in this case it means renouncing one’s legal right to choose representatives in authorities.

Absenteeism is also understood as a pattern of behavior in which an employee periodically does not come to his workplace or withdraws from performing his work functions.

Most often, absenteeism is considered an indicator poor personal productivity and one of the main problems of management, the study of which occurs with the help of the apparatus of economic sciences. Recent research in this area has focused on exploring and conceptualizing absenteeism as an indicator of emotional, physical, and social maladjustment in the workplace.

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Ministry of Education and Science of the Russian Federation

Federal State Autonomous Educational Institution

higher professional education

"Kazan (Volga Region) Federal University"

Institute of Management and Territorial Development

Department of General Management

COURSE WORK

in the discipline: "Organizational Behavior"

on the topic: “Absenteeism, staff turnover and loyalty to the organization”

Performed:

Galiullina L.R.

Kazan 2012

Introduction

1. The essence and causes of absenteeism, staff turnover and dedication to the organization

2. Methods of combating absenteeism, staff turnover and ways to stimulate staff loyalty to the organization

3. The impact of absenteeism and staff turnover on the activities of the Kanpai restaurant

Conclusion

List of used literature

Applications

Introduction

Topic of this course work: “Absenteeism, employee turnover and organizational commitment.” The study of these factors of employee activity is becoming increasingly relevant nowadays, since the ability to manage them contributes to efficient work and increasing the competitiveness of any enterprise in the modern market. Managing an organization is, first of all, managing people and their behavior. Due to absenteeism, departure of specialists and personnel instability, enterprises suffer considerable financial losses. Therefore, loyalty to one’s company today is becoming the same key requirement for an employee as professionalism.

The purpose of this work is to study the essence of the concepts of absenteeism, employee turnover and commitment to the organization and their impact on the activities of the organization. It should be noted that even without analysis and research, one can assume the negative impact of both absenteeism and employee turnover, which cannot be said at first glance about loyalty. The phenomenon of organizational commitment has been studied in depth for more than thirty years. The importance of the influence of organizational loyalty on labor results, the regime and regulations of the working day, turnover work force etc. It turned out that the level of dedication of joint venture employees has a significant and negative impact on the expected turnover rates, and, consequently, on the work of the entire enterprise.

When achieving this goal, the following tasks are solved:

a) study of the concepts of absenteeism, staff turnover, loyalty and the reasons for their occurrence,

b) consideration of types of absenteeism and staff turnover,

c) analysis of staff turnover, loyalty and absenteeism using the example of the Kanpai restaurant,

d) search and implementation of methods to reduce staff turnover and absenteeism in the Kanpai restaurant,

e) studying organizational commitment from different perspectives.

In the first chapter of the work, the concepts will be revealed, the essence of staff turnover, absenteeism and loyalty will be revealed, and it will also be determined exactly how these factors influence the enterprise. The second chapter will be devoted to considering methods of combating these factors and finding ways to minimize their negative impact on production processes. The third chapter is devoted to the analysis, using the example of the Kanpai restaurant, of the influence of the factors under consideration on the organization’s activities and the introduction of methods to combat them.

The subject of this work is the assessment of absenteeism, staff turnover and organizational commitment in the organization. The object of the study is the Kanpai restaurant, an organization working in the field of Catering and service industries.

When performing this work, scientific and educational works of domestic and foreign authors, such as E. Bern, Edward Wong, were used. Internet resources www.psyfactor.org, www.old.e-xecutive.ru

absenteeism incentives staff restaurant

1. The essence and causes of absenteeism, staff turnover and dedication to the organization

Today's effectiveness modern organization directly depends on the work of the staff. In a dynamically developing market, intense competition, the problem of employee motivation, material and non-material incentives, training and development of employees is becoming more acute than ever. Today, the one with the most professional staff wins. The problem of working with absenteeism is closely related to the issues of labor motivation and staff turnover.

Absenteeism is a Western management term. Absenteeism is most often defined as the total number of workdays (or hours) lost or the frequency of times an employee is absent from work. In this case, a person may be absent from the workplace for both good and unjustified reasons.

Absenteeism, along with staff turnover, is considered as an employee reaction to work and is used as an indicator of the success of work with personnel: recruitment, screening, selection, training and other activities aimed at increasing the level of compliance between people, work and organizations.

Typically, organizations suffer large financial losses due to absenteeism; it is also one of the most common reasons for employee dismissal and, as a result, the cause of increased staff turnover rates. Organizational psychologists have been studying this problem for many years. For a long time, the generally accepted view of absenteeism was that it was a response to job dissatisfaction. This assumption is based on the results of a large number of studies that have found a moderate negative relationship between job satisfaction and absenteeism rates (the lower the satisfaction, the higher the absenteeism).

In recent years, the relationship between absenteeism and other variables has been explored. The personal characteristics most often examined in relation to absenteeism include age, gender, race, education, non-work responsibilities, income and Family status. Some researchers believe that this category should also include length of service in a given position and the level of this position in the hierarchical structure of the organization. A relationship was found between each of these variables and absenteeism.

The existence of a relationship between absenteeism and various organizational variables, such as work shift, leadership style, company ownership, and the degree of harmfulness and danger of work, was also studied. In general, the results of research in this area indicate a tendency towards less absenteeism in smaller organizations and groups, that is, absenteeism decreases with the size of the enterprise.

If we call the essence of absenteeism in one phrase, then it is “lack of presence.” Modern organizational psychologists place absenteeism on a par with staff turnover, “considered as a reaction of employees to work.” Absenteeism is an indicator of the social climate in the company, the level of employee workload and unproductive waste of working time. Absenteeism is a problem that exists in any developing organization; it greatly affects the company’s business processes and its corporate culture. And in this sense, this is a phenomenon, not an accident. “Lack of presence” is anything related to unproductive work time. In my work, I highlight some types of absenteeism, which, in my opinion, are the most typical for modern companies:

a) being late for work - it doesn’t matter for what reason, because absenteeism does not imply the separation of a valid reason from pure absenteeism,

b) immersion in the work process (in the morning, after lunch) - in many companies people come to work at 9.00, whereas at 9.00 they should actually be working,

c) conversations, gossip, discussions - it is considered that the prerogative of the female part of the team.

d) negotiations online, chats, ICQ. Employees of sales and marketing departments, who, due to the specifics of their work, spend a lot of time on the Internet, suffer especially greatly from this type of absenteeism. This problem can be easily resolved using electronic monitoring methods,

e) snacks, smoke breaks, tea drinking, in addition to the lunch break,

f) leaving “early” is not regulated at all. A subordinate, usually looking guilty, apologizing and embarrassed, looks into the boss’s office and mumbles something as an excuse for leaving early, plaintively asking to be let go. These departures are not counted in any way, but they are still a problem,

g) excommunication "for personal and family circumstances" - the most capacious and variable and the most controversial. This includes going to hospitals, clinics on your own, or with children,

h) absence of a manager - very often managers use power and solve personal problems, spend time for their own pleasure, get sick at the expense of working time. An irregular schedule is understood by some bosses one-sidedly, to please themselves. It is known when a leader lies in the hospital for weeks, and they give him “eights.” This sets a very bad example for subordinates and allows them to act relaxed from time to time.

i) dropping out, evading, not participating - but this is the most contagious and harmful “lack of presence” for the corporate climate.

As mentioned earlier, staff turnover is inextricably linked with absenteeism, so now let’s consider the concept of staff turnover, its types, main reasons and degree of influence on the activities of the enterprise.

Personnel turnover is a movement of labor caused by employee dissatisfaction with the workplace or the organization's dissatisfaction with a particular employee. This is one of the attrition-related indicators that affects the viability and success of the organization. Even if quantitatively this factor corresponds to the plans of management, then the departure of each individual employee from the organization may turn out to be, if not fatal, then at least, dangerous. It is dangerous for a professional to leave a high position for a direct competitor. That's why large companies offer especially valuable employees a “golden package” - monetary compensation for the fact that they will not work for a competitor for a specified period of time. It is dangerous if a leader (formal and informal in one person) leaves and is replaced by a leader with a different working style. In this case, the team will need time and significant effort to get along with the new boss.

The main reasons for staff turnover are as follows:

Dissatisfaction with wages;

Dissatisfaction with working conditions and organization;

The presence of socio-psychological problems (difficult relationships in the team, with the manager, etc.);

Remoteness of work from home;

Lack of conditions for recreation;

Disrespectful or unfair treatment of an employee by management;

Unfulfilled expectations;

Instability of official position;

Inability to make a career, etc.

There is no clear approach to staff turnover. On the one hand, we can say that staff turnover leads to a number of negative consequences:

a) failures in the production mechanism of the enterprise, leading to a number of economic losses;

b) reducing the quality of its labor resources;

c) losses caused by equipment downtime;

d) excessive costs for recruitment and adaptation of employees;

e) problems of workers cut off from their usual work and suffering certain material and psychological losses;

f) reducing the efficiency of costs for personnel training, since in the event of their dismissal, the benefit from training is received either by another enterprise, or by no one at all, if the dismissal is associated with a change in profession.

On the other hand, staff turnover can be considered as a positive phenomenon, since this process performs a number of important positive functions and contributes to:

a) intersectoral and territorial redistribution of labor;

b) qualification and professional promotion of personnel;

c) improving the well-being and development of people.

A normal level of staff turnover contributes to the renewal of production teams. This process occurs continuously and does not require any emergency measures on the part of human resources services or the organization’s management. Some workers quit, others come to take their place - every enterprise lives in this mode.

Fluidity can be:

a) Intra-organizational - associated with labor movements within the organization;

b) External - between organizations, industries and sectors of the economy.

There is a distinction between natural and excessive staff turnover. Staff turnover can be calculated using formula 1.1:

F= CHUv /ChS, (1.1)

F1=СЧУ * 100 /СЧ, (1.2)

where: F-staff turnover for the planning period;

F1 - medium;

CHU - number of layoffs during the planning period;

Emergency - average number of employees during the planning period;

SNU - average annual number of laid-offs;

MF - average annual number.

The staff turnover rate is the ratio of the number of dismissed employees of an enterprise who left during this period for reasons of turnover (at their own request, for absenteeism), for violation of safety regulations, unauthorized departure, etc. reasons not caused by production or national needs) to the average number for the same period.

Natural turnover (3-5% per year) contributes to the timely renewal of the team and does not require special measures on the part of management and HR.

Excessive turnover causes significant economic losses, and also creates organizational, personnel, technological, and psychological difficulties. To determine the amount of economic damage from staff turnover, it is recommended to use the following methods:

1. Losses caused by interruptions in work are determined as the product of three indicators: the average daily output per employee, the average duration of interruptions in work caused by turnover, and the number of employees who left due to turnover:

Npr = V*T *Th, (1.3)

where Npr - losses caused by interruptions in work;

B - average daily output per person;

T is the average duration of a break caused by turnover;

Thu - number of people leaving due to turnover.

2. Losses caused by the need to train and retrain new employees are calculated as the product of training costs, the share of turnover in the total number of leavers, divided by the coefficient of change in the number of employees in the reporting year compared to the base one:

Po = Zo*Di*Ki, (1.4)

where Po - losses caused by the need to train and retrain employees;

Zo - costs of training and retraining;

Di is the share of excess turnover, turnover;

Ki is the coefficient of change in the number of employees in the reporting period.

3. Losses caused by a decrease in labor productivity among workers before dismissal, i.e. the cost of lost products is determined as the product of the coefficient of reduction in labor productivity, its average daily level, the number of days before the dismissal of workers who left due to turnover:

Srv * Ksp * Chu, (1.5)

where Срв - average output;

KSP - coefficient of reduction in labor productivity before dismissal;

Chu - the number of days before dismissal, when there is a drop in labor productivity.

4. Losses caused by the insufficient level of labor productivity of newly hired workers Npr are defined as the product of the number of workers who left due to turnover, the sum of the products of the average daily output of a worker in each month of the adaptation period, monthly coefficients of reduction in labor productivity and the number of days in the corresponding month:

Break * Km * Chm, (1.6)

where Srva is the average daily output of a worker in each month of the adaptation period;

Km - monthly coefficient of decrease in labor productivity during the adaptation period;

Chm - the number of days in the corresponding month.

5. The costs of recruiting personnel as a result of turnover Zorgo is determined as the product of recruitment costs and the share of turnover in the total number of quitters, divided by the coefficient of change in the number of employees:

(Zn * Dt) Kizm, (1.7)

where Zn - recruitment costs;

Kism. - coefficient of change in the number of employees, equal to the ratio of the number at the end of the period to the number at the beginning of the period;

Dt is the fraction of fluidity.

6. Losses from defects for newly hired employees are determined as the product of the total amount of losses from defects, the share of losses from defects for persons who have worked for up to one year, the share of turnover among those who quit, divided by the coefficient of change in the number of employees:

(Pbn * Ob * Dbr) Kizm, (1.8)

where Pbn - losses from marriage for newcomers;

About - general losses from marriage;

Dbr - the share of losses from marriage among persons who worked for less than one year;

Kizm is the coefficient of change in the number of employees, equal to the ratio of the number at the end of the period to the number at the beginning of the period.

In addition, it should be noted that in addition to negative aspects, staff turnover also has positive features. With controlled staff turnover, opportunities open up for personnel changes and career growth for the remaining best employees, which is an additional incentive for them. By analyzing the reasons for employee departure and making appropriate changes to the company’s activities, it is possible not only to reduce staff turnover, but also to increase the efficiency of each employee and the company as a whole.

Now let's pay attention to another factor that was mentioned earlier. This is dedication to the organization. Let's reveal its essence, consider its types and determine the degree of influence on the enterprise.

“Devotion to the organization reflects the measure of loyalty, loyalty of the employee to the employer.” .

“Loyal means keeping within the boundaries of the law, treating the organization in which he works correctly and favorably. A loyal attitude to the organization presupposes the employee’s loyalty to the goals, interests, values, direction of activity and preservation of the organization’s property.”

Meyer A. (1990) argues that organizational commitment embodies the employee's relationship with the organization and influences the employee's decision to stay with or leave the organization. Committed employees are more likely to stay with the organization than non-committed employees.

Moppoy P.S. (1993) notes that a person can be committed to different aspects of work: the job itself, his organization, and his profession. “A profession is a set of necessary skills, knowledge, responsibilities that distinguish it from other professions and are applicable in any organization within this profession. Professional commitment is an employee’s perceived emotional connection to their profession. Organizational commitment reflects loyalty to a particular employer. Finally, work engagement represents the narrowest aspect of commitment—loyalty to one's own work."

One of the concepts of devotion is the so-called commitment due to long-term cooperation. It is based on the advantages acquired as a result of long-term stay in the organization in the form of seniority of position, as well as privileges received. Due to these conditions, leaving the organization becomes expensive and unprofitable for the employee. There is the concept of affective commitment or loyalty towards an organization.

In this case, we are talking about the employee’s emotional attachment to the organization and identification with its goals, in other words, about a positive attitude towards the organization. With this type of dedication, according to researchers, employees are more inclined to help each other, strive to generate ideas and work more with innovations. Also mentioned is the so-called normative loyalty, defined as the employee’s awareness that he must continue to work in a given organization. A combination of three types of devotion is considered optimal when an employee feels a desire to work in an organization combined with the need to remain in it, also supported by a sense of duty.

Becker's work laid the foundation for the first and earliest line of research in the field of organizational loyalty, called sociological, behavioral, or irrational. In such studies, loyalty is primarily understood as specific behavior, manifested in the fact that a person continues to work in his organization, although objectively he could find a more attractive job. As a motivating force for this course of action, various “investments” made by a person in the process of working in an organization are considered, the cumulative force of which over time begins to play the role of a deterrent in situations where he has an intention to leave it. Despite the inconsistency of individual results, most field studies have confirmed the predictions implied by this model of commitment.

Most strong point The behavioral line of loyalty research is its ability to explain and predict such a form of organizational behavior as turnover, or the frequency of employees leaving the organization. However, for permanent job people in the same organization may be hiding more than a simple desire to avoid serious material or other losses associated with care. Attempts to reflect the other, “positive” side of devotion led to the emergence in the 70s. the second line of research, called psychological, attitudinal or rational. In such studies, loyalty is understood as a positive attitude of an employee towards the organization. Researchers distinguish organizational commitment from another frequently studied attitude, satisfaction, on two grounds, target and character. The object of satisfaction is the work performed, and the object of devotion is the organization. If satisfaction is an attitude towards an object, then loyalty is an attitude towards specific actions in relation to the organization. According to existing ideas, attitudes towards specific actions (behavioral intentions) are more closely related to actual behavior than attitudes towards objects. This circumstance played an important role, since the definition of loyalty in positive terms made it possible to expand the range of predicted forms of organizational behavior in comparison with the behavioral approach, and its definition in terms of behavioral intentions - in comparison with satisfaction. Specifically, unlike behavioral commitment, which predicts only turnover, attitudinal commitment predicts all three forms of avoidance behavior (turnover, absenteeism, and tardiness) as well as productivity.

Thus, all three concepts considered in the work are interconnected, this was proven during their consideration in the first chapter. The reasons for their appearance and impact on the organization have been studied. Absenteeism is defined as the total number of workdays (or hours) lost or the frequency of times an employee is absent from work. In this case, a person may be absent from the workplace for both good and unjustified reasons. It is inextricably linked with staff turnover, which is the movement of labor caused by employee dissatisfaction with the workplace or the organization's dissatisfaction with a particular employee. The consequence of such uncertainties may be absenteeism. And dedication to the organization determines the level of absenteeism and staff turnover. The next chapter of this work will consider the methodology of combating both staff turnover and absenteeism.

2. Methods of combating absenteeism, staff turnover and ways to stimulate staff loyalty to the organization

This chapter will look at various existing methods combat absenteeism, staff turnover, look for ways to increase dedication to the organization. Since all these concepts are closely interrelated, bringing each of the factors back to normal will increase the productivity of workers and, as a result, increase the efficiency of the enterprise as a whole.

The consequences of absenteeism for an organization can be very diverse: from financial and personnel losses to a general increase in tension in the team (when colleagues are forced to take on the work of the absentee). In any case, there is an acceptable level of absenteeism - the problem arises when individual cases turn into a pattern. So, absenteeism is serious problem

for business, and the organization can and should combat this.

Some of the methods to combat absenteeism:

1. The “stick” method. It consists of so-called penalties, cuts in sick leave payments, and salary reductions based on the number of absenteeisms.

2. The “carrot” method (incentive payments to those who rarely get sick or bonuses for employees with no absenteeism, introducing a flexible schedule or increasing the length of vacations). 3. Prevention method (carrying out health activities

for company employees, partial compensation of costs for subscriptions to fitness clubs, medical insurance, etc.). 4. Method feedback

(it makes sense to discuss the current situation with the employee, listen to his suggestions and make a decision together - effective feedback can not only increase the employee’s motivation, but also determine specific methods for solving the problem).

5. Method of documentary evidence (requiring a written explanation of absence from work, certified by an authoritative source - can be effective in reducing absenteeism due to “study” or “illness”). 6. Application information technologies

What is described above largely concerns the fight against obvious absenteeism. The main method in the fight against the implicit is to increase the employee’s interest in his activities and its results (employee motivation) and control over the work process (for example, monitoring the use of the Internet and telephone). This requires a lot of time and effort, but in the long term it gives a good return. The feedback method is also effective in this case. In general, any actions aimed at increasing a person’s job satisfaction help reduce absenteeism. According to, for example, Herzberg’s two-factor model, this could be ensuring the professional growth of employees and promoting them up the career ladder, changing the content of the work itself, expanding the area of responsibility, etc.

In practice, it makes sense to take an integrated approach using more than one method. Moreover, the choice of method must be justified based on the characteristics of doing business, the specifics of the product produced by the company, the personal characteristics of employees and much more. And, of course, there is no point in radical methods (firing and hiring new workers) if the problem is not solved in the existing team - new employees will quickly adopt the “habits” of more “experienced” colleagues. Reducing the level of “absenteeism” is quite within the power of any manager whose attention is drawn to the following:

1) Explanation of the role and significance of the work performed by the employee in the organization.

2) Setting long-term goals and clear short-term goals.

3) Motivating an employee to achieve planned performance indicators.

Next, we will consider methods of combating staff turnover and ways to reduce it to an optimal level. Since in the vast majority of enterprises the problem is precisely the high level of turnover, and not the complete absence of the latter, in practice, managing the level of staff turnover is expressed in taking measures aimed at reducing it.

There is no point in fighting fluidity itself. In order to reduce it, it is necessary to eliminate the reasons that lead to its growth or contribute to its maintenance at a high level. Therefore, the next task should be the development of a complex management decisions, aimed at normalizing the level of turnover, that is, bringing it to a level below the critical value.

In order to facilitate the development of such activities, it is necessary, in turn, to conduct factor analysis indicators of turnover levels in various departments, job and age categories. Methods for calculating the negative impact of turnover on an enterprise are presented in the first chapter. Conducting a detailed analysis is hampered by a significant number of factors influencing the turnover rate. In such cases, statistics uses the principal component method, which allows one to identify and study the factors that make the most significant contribution to the overall result.

It is clear that a number of changes are needed to manage turnover levels. The first stage involves carrying out activities on an enterprise-wide scale. Any transformation must begin with analysis and optimization organizational structure. This is necessary to ensure that subsequent activities are as effective as possible.

Then it is necessary to analyze the existing system of remuneration and incentives, social security employees. Moreover, the latter is of particular importance. If wages are essentially the same everywhere (expressed in monetary form), then social security systems, the so-called “social package,” differ significantly in their content and provide an organization with a unique opportunity to stand out from its competitors. Moreover, unlike wages, the most successful option for a “social package” is not always and is not necessarily the most costly.

Finally, it is necessary to analyze the existing corporate culture. Despite the fact that this is one of the most important elements of managing any enterprise, practice shows that in many Russian enterprises there is no clearly formalized corporate culture as such, or it exists only on paper. As part of measures to manage turnover, the necessary changes should be made to the corporate culture of the enterprise, as well as measures should be developed to popularize the latter among the employees of the enterprise.

At the second stage, divisions and teams are identified whose turnover was not adequately affected by the activities carried out at the first stage. Each such collective must be studied; The psychological climate in this team, the relationships between employees, and the distribution of job responsibilities must be analyzed.

It is important to note that achieving positive results during a set of such activities is not at all a reason to forget about turnover and focus on other problems. Monitoring the level of turnover should be carried out on an ongoing basis, periodically returning to certain elements of measures to manage staff turnover.

In conditions of increased competition and declining profitability, many organizations are looking for reserves to increase their own profitability. One of these reserves lies in managing the level of staff turnover, on which the efficiency of the enterprise largely depends.

The reasons for staff turnover need to be addressed; they can be eliminated or their impact reduced:

a) Uncompetitive pay rates. Managers need to conduct or order a study of salaries of similar enterprises and compare the data obtained with the data of their enterprise. Review rates where they are lower and where they are higher, because... overpayment, as well as underpayment, is fraught with economic losses. You can conduct or order similar studies on other payments (sick leave, vacations, benefits, etc.).

b) Unfair wage structure. It is important to review the salary structure, preferably through a job complexity assessment, to identify inappropriate rates. Analyze differentiated tariffs, revise them if “rate distortions” are revealed. If significant fluctuations in pay occur as a result of a bonus system or profit sharing system, review those systems and revise them.

c) Unstable earnings. It is necessary to analyze the reasons for the instability of earnings. There can be many of them, ranging from an ineffective business strategy to insufficient qualifications of the personnel of an enterprise or organization.

d) Poor working conditions. You should compare the working conditions (working hours, shift flexibility, equipment, workplace ergonomics, condition of heating, air conditioning, lighting systems) in the company with the working conditions of market competitors or companies being compared. Then develop measures to improve working conditions: more flexible work hours, new or rearranged furniture, adding coolers or lighting can do wonders. You can also conduct or order a survey of satisfaction with your job and the working conditions of your employees. Thus, having received full information about what exactly, what aspects of work your employees are dissatisfied with.

e) Each manager, especially a mid-level manager, must be carefully selected for this position, and his potentials and capabilities must be assessed. They must continually improve their management skills through training and professional development. Moreover, it is more effective if such training is carried out not by internal trainers, but by external specialists.

f) Work for which there is no particular need. Perhaps your employees do not feel the need and necessity of their work in the mass of the entire enterprise. You should try to make their job more attractive by increasing responsibility, expanding the scope of their activities, or reducing unnecessary, monotonous work in a given position. You can conduct a study of employee motivation and then know exactly what they want from your enterprise and what methods should be used to increase their work efficiency.

g) Ineffective procedure for selecting and assessing candidates. For an effective selection and assessment system it is necessary to have: job descriptions, provisions on structural units, clear criteria for selecting and assessing candidates and reliable methods for assessing candidates, qualified selection and assessment specialists. It is necessary to check the presence of these parameters; if anything is missing, urgently take adequate measures, from hiring a personnel specialist to developing and approving documents.

h) Inadequate measures for induction into office. According to personnel statistics, the largest percentage of departures occurs in the first three months of an employee’s work, because... no one inducts him into his position, adapts him to the new job, to the new company culture. It is in the first three months that an employee either develops loyalty to the company or never develops it again. It is necessary to analyze how the adaptation program works at the enterprise and who is involved in it. Particular attention should be paid to the adaptation of middle managers and rare highly qualified specialists.

i) Working with staff according to the “juice squeezer” principle (getting the maximum from an employee while he is full of enthusiasm; a “squeezed out” employee becomes unnecessary). “Squeezed out” personnel leave the company and, at the “speed of thought,” spread negative information about the company, “scaring off” further candidates. Therefore, it is necessary: to soften your attitude towards employees if possible.

j) Company image. Review all the points listed above and pay special attention to those that negatively affect the organization’s reputation as an employer (think about which organization you yourself would not go to work for).

It should also be considered strengths organizations such as interesting work, training and development opportunities, career prospects, insurance, benefits and employee benefits. These facts must be compared with those offered by competitors and a list of the most profitable items must be compiled. To some extent, candidates are offering themselves, but they are also buying into what the organization has to offer them. If the labor market is a buyer's market, the organization that offers itself to candidates must examine their requirements in relation to what it can offer. Their demands can be expressed in six points: wages, prospects, training, interest, working conditions, reliability of the organization.

In addition to all of the above, it is also necessary to take into account the following factors that optionally contribute to staff departure:

1) the age of the employee (the most risky age for transferring to another job is up to 25 years);

2) employee qualifications (lower qualified workers change jobs more often);

4) work experience at the enterprise (after three years of experience, a sharp decline turnover, which is explained by age factors and adaptation problems).

The goal of increasing organizational commitment has come to the fore in recent years, both in Western and Russian organizations.

The basis for the formation of devotion are:

a) strict but fair remuneration policy,

b) satisfaction with the content of the work performed in the organization,

c) a feeling of attention and care from the organization,

d) satisfaction with their career in the organization,

f) confidence in the advisability of long-term work in this organization.

Commitment to an organization is most often defined as:

A) desire remain a member of this organization;

b) the desire to make maximum efforts in the interests of this organization;

c) a strong belief in corporate values and acceptance of the goals of the organization.

Factors that shape loyalty can be divided into three main groups:

1. Affective commitment includes emotional attachment to the organization, self-identification with the organization and involvement in its affairs and problems.

2. Loyalty due to seniority is associated with an understanding of the losses that leaving the organization will cause.

3. Normative commitment refers to the employee's commitment to remain with the organization.

In accordance with the above, it is necessary to increase the level of devotion to the organization by stimulating the listed desires and beliefs in employees, taking into account the factors that form loyalty. These include: a strong belief in the correctness of the goals and values of the organization and their acceptance (identification), a willingness to make significant efforts for the sake of this organization (involvement), and an ardent desire to remain a member of it (loyalty).

It is not unimportant in achieving maximum loyalty that the goals pursued by the organization are consistent with its policies and objectives. In this case, the goals and tasks that must be accomplished become clearer and understandable to employees. They do all the work smoothly, complete all assignments on time, and there are no conflict situations between managers and subordinates. Thus, subordinates begin to trust their leaders. Informing managers and employees about the organization's current and strategic objectives brings clarity to priorities in the performance of work roles and allows managers to more effectively implement their functions. In addition, informing your employees also demonstrates the organization's attention to them, on the one hand, and helps them plan their future in it, on the other. Both contribute to employee trust in the organization and strengthen positive influence dependent remuneration and the professional growth opportunities it provides.

Also one of the ways is to study and analyze role conflict in the organization. After all, loyalty to the organization, which directly depends on the difficulty and specificity of the work, can simultaneously increase and decrease due to the indirect influence of role conflict.

It is important to highlight the role of supervisors' support for employees in improving positive work characteristics and job incentives, through which it influences employee commitment. By helping employees structure their job responsibilities so that they are neither too easy nor too difficult, managers can shape optimal level difficulties of work, which directly affects dedication. Job responsibilities should be explained in such a way that employees have clear and specific expectations regarding them. In this way, leaders can promote greater specificity in work, which will also increase the dedication we need. Also, there is no doubt about the important role of managers in ensuring implementation effective systems labor incentives. Practical assistance from managers in the process of adaptation of employees, in developing their knowledge, skills and abilities in the workplace, is also important. In addition, the loyalty of employees to the organization increases if they see the need and importance, so training and training should be expanded for them. educational opportunities and reward financially for good results.

Thus, the work identifies the main methods of combating absenteeism and staff turnover and lists the main ways to increase loyalty to the organization. When studying the causes of staff turnover, it was important to take into account the relationship between absenteeism and staff turnover. After all, absenteeism is one of the reasons for turnover in an enterprise and has a negative impact on the entire activity of the organization. The main method in the fight against implicit absenteeism is to increase the employee’s interest in his activities and its results (employee motivation) and control over the work process. This requires a lot of time and effort, but in the long term it gives a good return. The feedback method is also effective in this case. Methods of combating absenteeism overlap with methods of combating staff turnover. In general, any actions aimed at increasing a person’s job satisfaction help reduce absenteeism and staff turnover. To achieve maximum commitment, it is important that the goals pursued by the organization are consistent with its policies and objectives.

3. The impact of absenteeism and staff turnover on the activities of the Kanpai restaurant

The third chapter of the work will contain practical material on this topic. Absenteeism, employee turnover and organizational loyalty will be addressed at Kanpai Restaurant.

The Kanpai restaurant combines two cultures and two culinary traditions. The restaurant offers traditional Chinese and Japanese cuisine, created under the strict guidance of experienced chefs from China: Chef Chen Tien Kuan and Brand Chef Yu Xiang.

The menu of the Kanpai restaurant offers traditional dishes of meat, seafood, rice, noodles and vegetables, as well as business lunches and business lunches. Restaurants “Kanpai” are amazing places where an atmosphere of comfort and friendliness, ease and fun reigns: after all, the very word “Kanpai” in both Japan and China means “Drink to the bottom!” The menu of Kanpai restaurants includes more than 150 dishes. All three Kanpai restaurants are different from each other original interior, and the atmosphere is permeated with the real East. What unites them is one guaranteed high quality service, impeccable cuisine and an unforgettable experience.

The Kanpai restaurant was founded in the summer of 2004. The personnel trained in Moscow for two months. On October 22, 2004, the first Kanpai restaurant was opened in the city of Kazan.

Shopping center "Bakhetle" on Yamasheva street 71a, the restaurant has 94 seats, including a VIP room for 14 people.

The opening of the second restaurant took place on April 20, 2006 in the Bakhetle shopping center on Pavlyukhina Street 57, it has 82 seats, including 10 VIP rooms.

The third and largest restaurant in area opened on May 19, 2007 in the Bakhetle shopping center on Orenburgsky Trakt, 22 a (Tank Ring), has 133 seats, including banqueting hall for 40 guests.

And the youngest restaurant opened on July 4, 2012 in the Bakhetle shopping center on Leningradskaya Street, 27. It has a large transforming hall, a comfortable smoking room, and a banquet hall for 25 and 72 people.

The Kanpai restaurant project was conceived and created by the head of the Bakhetle company. Today, the Kanpai restaurant is one of the best restaurants serving Japanese-Chinese cuisine with a staff of young and highly qualified employees with experience in the catering and service industries.

When analyzing employee turnover, absenteeism, and organizational commitment, I will consider service staff Kanpai restaurants, since the entire company has a significant staff. The entire staff of the Bakhetle company is 5,000 people. The Kanpai restaurant has a staff of 160 people. This category includes waiters, cooks, administrators, cashiers, cleaners, dishwashers, and bartenders. Staff turnover in this category is average, about 50-65%. And this is more than 50% and it’s time to sound the alarm. Of course, in the service industry, staff turnover is a normal phenomenon. But a large figure can lead to financial losses and double the workload of replacement personnel during the search for employees, their training and adaptation. In addition, a valuable employee may go to work for a competitor, which is also painful for the restaurant. Therefore, I think it is worth reducing the level of staff turnover to that planned by the HR department of the Kanpai restaurant, which is about 30-40%.

The predicted rate of layoffs by month and quarter allows us to have sufficient time to find a new employee, which in turn affects the quality of candidates.

Before conducting the analysis, it seemed to me that the main reason for employee dismissal was the management structure in the organization. At Kanpai Restaurant it is a decentralized structure. On the one hand, managers in companies with such a structure bear greater responsibility, have expanded powers and can make a significant part of decisions without prior approval from the enterprise administration. On the other hand, with a decentralized structure, responsibility is distributed among managers in terms of planning and monitoring the costs and performance of individual structural units. All this reduces control on the part of senior management and makes it possible to relieve oneself of responsibility when carrying out assignments. But upon a more detailed study of the enterprise, its personnel, and work system, I realized that the main reason for this level of staff turnover is employee absenteeism, which is an indicator of staff demotivation. After all, the less control and responsibility there is on the part of senior management, the more employees gossip, mind their own business and waste time.

It is interesting to note that not all employees exhibit “absenteeism” to the same extent. To analyze the level of absenteeism among service staff, I conducted “field observations” of five specialists: an administrator, a waiter, a cook, a dishwasher and a bartender, noting how much time each of them spent doing personal matters rather than work tasks. At the same time, it is worth mentioning a certain error associated with insufficient time of observation and double-checking of the data obtained, but in general they are quite correct. In the analysis, absenteeism was an observed variable, and the percentage value was defined as the ratio of time spent doing non-productive activities to the total time spent working for the week. Appendix 1 shows the numerical values and percentage of absenteeism of each of the observed employees.

Thus, we can conclude that the highest level of absenteeism is inherent in administrators, waiters and cooks. Regardless of gender, age and experience.

To determine the causes of absenteeism and, as a consequence, staff turnover at the enterprise, the following work was done. The functional responsibilities of all employees in the service personnel category were analyzed, and I compared them with work expectations in order to identify the main demotivating factors. To do this, I invited some employees to fill out short questionnaires, rating their satisfaction with one or another performance indicator. Appendix 2 also reflects the degree of satisfaction with salary, social benefits. enterprise policy, leadership style and other factors that have a direct impact on the motivation and demotivation of employees. The assessment was carried out on a 10-point scale (1-2 - not at all satisfied, 3-5 - rather dissatisfied, 6-8 - rather satisfied, 9-10 - completely satisfied).

Having looked at this table, it can be noted that in our restaurant the level of absenteeism of employees is associated with the degree of satisfaction with their work by a negative relationship; the higher the level of satisfaction, the lower the percentage of absenteeism, and vice versa. At the same time, for some employees, job satisfaction depends on career growth, significance and comfort (administrator, bartender), while for dishwashers and cooks, job satisfaction is more related to social services. package, stability and payment. This means that various motivation tools must be used: a bonus for the bartender and, for example, advanced training courses for administrators.

...

Concept, types and reasons for staff turnover. Specifics of managing staff turnover processes in the restaurant business using the example of the Yakitoria restaurant. Organizational and economic characteristics of the enterprise, analysis and methods for reducing staff turnover.

thesis, added 12/06/2013

The relevance of the unemployment problem for Russia. Analysis of the causes of staff turnover at industrial enterprises, its impact on performance results. The relationship between staff turnover and staff motivation. Factors of motivation for employees of industrial enterprises.

article, added 12/25/2015

Concept, types and types of staff turnover, methods of their management and minimization. Reasons for staff dismissal. Forms of employee adaptation. Strategy for retaining employees in the organization. Planning personnel policy. System for stabilizing staff turnover.

course work, added 01/09/2015

Theoretical aspect the importance of the workforce and reducing staff turnover. A study of the personnel of the management department and administrative building of the Municipal Educational Institution No. 23 in Sochi, the microclimate in the team and an analysis of staff turnover over the past 6 months.

course work, added 05/18/2009

Through effective workforce planning, you can fill vacant positions and reduce employee turnover by assessing career opportunities within the company. Study of personnel policy at the enterprise and the reasons for staff turnover.

course work, added 07/20/2008

Theoretical foundations of the problem of staff turnover and ways to reduce it. Managing the staff turnover process. Analysis of staff turnover in workshop 2422 "TsSKB-Progress". Grade economic efficiency measures aimed at reducing turnover in workshop 2422.

thesis, added 10/21/2010

The concept of the structure and movement of personnel of an enterprise. Research into factors causing staff turnover. Study of the personnel management system of the Municipal City Hospital No. 1 of Serov. Analysis of the problem of staff turnover at the enterprise, ways to reduce it.

course work, added 06/07/2014

Consideration theoretical foundations staff turnover as a personnel management problem. Reasons for staff dismissal and ways to solve them. Measures to reduce staff turnover: technical and economic, organizational, educational, cultural and social.

This chapter will examine the various existing methods of combating absenteeism, employee turnover, and looking for ways to increase loyalty to the organization. Since all these concepts are closely interrelated, bringing each of the factors back to normal will increase the productivity of workers and, as a result, increase the efficiency of the enterprise as a whole.

for business, and the organization can and should combat this.

Some of the methods to combat absenteeism:
1. The “stick” method. It consists of so-called penalties, cuts in sick leave payments, and salary reductions based on the number of absenteeisms.
So, absenteeism is a serious problem for business, and the organization can and should combat it.
3. Prevention method (carrying out recreational activities for company employees, partial compensation for the cost of a subscription to fitness clubs, health insurance, etc.).
(it makes sense to discuss the current situation with the employee, listen to his suggestions and make a decision together - effective feedback can not only increase the employee’s motivation, but also determine specific methods for solving the problem).
4. Feedback method (it makes sense to discuss the current situation with the employee, listen to his suggestions and jointly make a decision - effective feedback can not only increase the employee’s motivation, but also determine specific methods for solving the problem).

1) Explanation of the role and significance of the work performed by the employee in the organization.
2) Setting long-term goals and clear short-term goals.
3) Motivating an employee to achieve planned performance indicators.

6. Use of information technology (a system that helps keep track of working time spent on calls, meetings, etc.) This method has a significant disadvantage - too tight control does not contribute to creating a comfortable climate in the team, but in certain situations it is justified .

In order to facilitate the development of such measures, it is necessary, in turn, to conduct a factor analysis of indicators of the level of turnover in various departments, job and age categories. Methods for calculating the negative impact of turnover on an enterprise are presented in the first chapter. Conducting a detailed analysis is hampered by a significant number of factors influencing the turnover rate. In such cases, statistics uses the principal component method, which allows one to identify and study the factors that make the most significant contribution to the overall result.

It is clear that a number of changes are needed to manage turnover levels. The first stage involves carrying out activities on an enterprise-wide scale. Any transformation must begin with analysis and optimization of the organizational structure. This is necessary to ensure that subsequent activities are as effective as possible.

Then it is necessary to analyze the existing system of remuneration and incentives, social security of employees. Moreover, the latter is of particular importance. If wages are essentially the same everywhere (expressed in monetary form), then social security systems, the so-called “social package,” differ significantly in their content and provide an organization with a unique opportunity to stand out from its competitors. Moreover, unlike wages, the most successful option for a “social package” is not always and is not necessarily the most costly.

The reasons for staff turnover need to be addressed; they can be eliminated or their impact reduced:

a) Uncompetitive pay rates. Managers need to conduct or order a study of salaries of similar enterprises and compare the data obtained with the data of their enterprise. Review rates where they are lower and where they are higher, because... overpayment, as well as underpayment, is fraught with economic losses. You can conduct or order similar studies on other payments (sick leave, vacations, benefits, etc.).
b) Unfair wage structure. It is important to review the salary structure, preferably through a job complexity assessment, to identify inappropriate rates. Analyze differentiated tariffs, revise them if “rate distortions” are revealed. If significant fluctuations in pay occur as a result of a bonus system or profit sharing system, review those systems and revise them.
c) Unstable earnings. It is necessary to analyze the reasons for the instability of earnings. There can be many of them, ranging from an ineffective business strategy to insufficient qualifications of the personnel of an enterprise or organization.
d) Poor working conditions. You should compare the working conditions (working hours, shift flexibility, equipment, workplace ergonomics, condition of heating, air conditioning, lighting systems) in the company with the working conditions of market competitors or companies being compared. Then develop measures to improve working conditions: more flexible work hours, new or rearranged furniture, adding coolers or lighting can do wonders. You can also conduct or order a survey of satisfaction with your job and the working conditions of your employees. Thus, having received complete information about exactly what aspects of work your employees are dissatisfied with.
e) Each manager, especially a mid-level manager, must be carefully selected for this position, and his potentials and capabilities must be assessed. They must continually improve their management skills through training and professional development. Moreover, it is more effective if such training is carried out not by internal trainers, but by external specialists.
f) Work for which there is no particular need. Perhaps your employees do not feel the need and necessity of their work in the mass of the entire enterprise. You should try to make their job more attractive by increasing responsibility, expanding the scope of their activities, or reducing unnecessary, monotonous work in a given position. You can conduct a study of employee motivation and then know exactly what they want from your enterprise and what methods should be used to increase their work efficiency.
g) Ineffective procedure for selecting and assessing candidates. For an effective selection and assessment system, it is necessary to have: job descriptions, regulations on structural units, clear criteria for selecting and assessing candidates and reliable methods for assessing candidates, qualified selection and assessment specialists. It is necessary to check the presence of these parameters; if anything is missing, urgently take adequate measures, from hiring a personnel specialist to developing and approving documents.
h) Inadequate measures for induction into office. According to personnel statistics, the largest percentage of departures occurs in the first three months of an employee’s work, because... no one inducts him into his position, adapts him to the new job, to the new company culture. It is in the first three months that an employee either develops loyalty to the company or never develops it again. It is necessary to analyze how the adaptation program works at the enterprise and who is involved in it. Particular attention should be paid to the adaptation of middle managers and rare highly qualified specialists.
i) Working with staff according to the “juice squeezer” principle (getting the maximum from an employee while he is full of enthusiasm; a “squeezed out” employee becomes unnecessary). “Squeezed out” personnel leave the company and, at the “speed of thought,” spread negative information about the company, “scaring off” further candidates. Therefore, it is necessary: to soften your attitude towards employees if possible.
j) Company image. Review all the points listed above and pay special attention to those that negatively affect the organization’s reputation as an employer (think about which organization you yourself would not go to work for).

You should also consider the strengths of the organization, such as interesting work, training and development opportunities, prospects for advancement, insurance, benefits and benefits for employees. These facts must be compared with those offered by competitors and a list of the most profitable items must be compiled. To some extent, candidates are offering themselves, but they are also buying into what the organization has to offer them. If the labor market is a buyer's market, the organization that offers itself to candidates must examine their requirements in relation to what it can offer. Their demands can be expressed in six points: wages, prospects, training, interest, working conditions, reliability of the organization.

In addition to all of the above, it is also necessary to take into account the following factors that optionally contribute to staff departure:

1) the age of the employee (the most risky age for transferring to another job is up to 25 years);
2) employee qualifications (lower qualified workers change jobs more often);
3) the employee’s place of residence (the further the employee lives from work, the greater the risk of his leaving);
4) length of service at the enterprise (after three years of experience there is a sharp decrease in turnover, which is explained by the age factor and adaptation problems).

The goal of increasing organizational commitment has come to the fore in recent years, both in Western and Russian organizations.

The basis for the formation of devotion are:

a) strict but fair remuneration policy,
b) satisfaction with the content of the work performed in the organization,
c) a feeling of attention and care from the organization,
d) satisfaction with their career in the organization,
f) confidence in the advisability of long-term work in this organization.

Commitment to an organization is most often defined as:

a) a strong desire to remain a member of this organization;
b) the desire to make maximum efforts in the interests of this organization;
c) a strong belief in corporate values and acceptance of the goals of the organization.

Factors that shape loyalty can be divided into three main groups:

1. Affective commitment includes emotional attachment to the organization, self-identification with the organization and involvement in its affairs and problems.
2. Loyalty due to seniority is associated with an understanding of the losses that leaving the organization will cause.
3. Normative commitment refers to the employee's commitment to remain with the organization.

It is not unimportant in achieving maximum loyalty that the goals pursued by the organization are consistent with its policies and objectives. In this case, the goals and tasks that must be accomplished become clearer and understandable to employees. They do all the work smoothly, complete all assignments on time, and there are no conflict situations between managers and subordinates. Thus, subordinates begin to trust their leaders. Informing managers and employees about the organization's current and strategic objectives brings clarity to priorities in the performance of work roles and allows managers to more effectively implement their functions. In addition, informing your employees also demonstrates the organization's attention to them, on the one hand, and helps them plan their future in it, on the other. Both contribute to employee trust in the organization and enhance the positive impact of contingent rewards and the professional growth opportunities it provides.

It is important to highlight the role of supervisors' support for employees in improving positive work characteristics and job incentives, through which it influences employee commitment. By helping employees structure their job responsibilities so that they are neither too easy nor too difficult, managers can create an optimal level of job challenge that directly impacts commitment. Job responsibilities should be explained in such a way that employees have clear and specific expectations regarding them. In this way, leaders can promote greater specificity in work, which will also increase the dedication we need. Also, there is no doubt about the important role of managers in ensuring the implementation of effective labor incentive systems. Practical assistance from managers in the process of adaptation of employees, in developing their knowledge, skills and abilities in the workplace, is also important. In addition, the loyalty of employees to the organization increases if they see the need and importance, so training and educational opportunities should be expanded for them and financial rewards should be given for good results.

Absenteeism (from the Latin absentia - absence) is the absence of an employee from work without a good reason. If the company does not clearly regulate the behavior of absent employees, then there is a manifestation of absenteeism, a psychological attitude towards absenteeism as a completely acceptable event. According to research published by Direct Health Solutions in 2009, on average, in Australian companies, each employee is absent from work for about 9 days a year, and for public sector staff the absence increases to 11 days a year. That is, approximately 3.7% of employees do not work every day. As Martin Cross notes in the magazine publication HumanCapitalMagazine By comparison, the UK has an absenteeism rate of just 7 days a year. Thus, the lack of clear methods for dealing with non-retired employees leads to huge costs.

Economic damage from insufficient attention to absenteeism.

The level of absenteeism affects three main factors of the activity of each company.

1. Financial losses as a result of operational disruptions.

If at least one of the employees does not show up for work, you risk missing the deadline for completing the business process in which he is involved, which will ultimately affect the company’s profits. And even in the case of timely replacement of a failed employee with another employee, the overall efficiency and speed of the business process will drop due to the loss, at a minimum, of the morale of your staff due to the additional workload that has piled up.

2. Financial losses associated with double pay for a position.

If the participation of a specific employee in your operational activities is critically necessary (for example, a driver or production worker), then the company’s costs double. You will need to pay sick leave to the employee who did not report to the workplace, and also to issue wages for the overtime shift worked to the employee who replaced him. Now imagine what expenses you constantly incur throughout the year based on the total number of employees in the organization.

3. Financial costs for administration and reporting.

As an option to combat absenteeism, many companies hire special employees to monitor the presence of staff in the workplace on an hourly basis. In general, such tasks fall on the shoulders of administrative staff, which reduces efficiency and time allocated to core operational activities. At the same time, constant “supervision” of employees often does not solve the problem. Indeed, in the absence of clearly measured indicators and a structured scheme for working with absent employees, it is impossible to achieve results in reducing the level of absenteeism.

According to Direct Health Solution, the cost of employee absenteeism in Australia is approximately $26.6 billion annually. That is, a typical organization of 1,000 people loses about $3 million a year.

Results of implementing absenteeism management techniques.

By consciously managing absenteeism from a management perspective, most organizations reduce employee absenteeism by 10–40%. Thus, the UK company Unum reduced absenteeism by 29% by simply introducing insurance premiums. And one of the largest Australian food companies achieved the level of 1.6% (Australia average 3.7%) only by paying compensation to its employees at the end of each year for unused sick days. In both cases, double positive effect: on the one hand, companies have reduced costs, and on the other, they have increased staff loyalty.

Estimates of employee turnover and absenteeism

Staff turnover - it is the net result of some employees leaving and others joining the organization. Turnover can be quite costly for an employer. Turnover costs include: increasing costs of social security and unemployment benefits, payment of interim holidays, severance pay, equipment downtime, recruitment and selection costs (cost of tests, recordings, transfers), administrative costs. In addition, productivity decreases because it takes time for new workers to reach the level of experienced workers who have left the industry.

Employees who do not benefit the enterprise must be retrained or fired, etc.

Most turnover researchers conclude that employees leave jobs if their needs are not met at that location and perhaps another location that the employee hopes will satisfy them to a greater extent.

At the same time, turnover cannot be approached unambiguously, since the process of personnel turnover performs important positive functions: intersectoral and territorial redistribution of labor, qualification and professional advancement of personnel, servicing external and internal labor movements caused by technical progress. Some types of turnover are beneficial to the enterprise when the departure of a given employee is not felt by the enterprise as a loss. This may be explained by, say, a low assessment of the individual’s performance.

In addition, the complete absence of labor movements in the organization, including turnover, leads to the “ossification” of the team structure.

The analysis shows that the indicators of turnover and absenteeism are internally correlated with each other, i.e. if turnover is high, absenteeism is also quite high, since both phenomena are caused by the same factors. In general, employees initially exhibit high levels of absenteeism, which then leads to increased turnover. Thus, a high level of absenteeism is a sign that increased turnover is likely in the near future.

The absolute scale of turnover is measured by the number of dismissals of employees at their own request, as well as at the initiative of the administration (for a certain period).

Relative turnover rate - staff turnover rate - is defined as the ratio of the number of employees who quit for reasons directly related to turnover to the average number of employees.

Businesses can reduce employee turnover by best selection workers, their orientation, training and remuneration, improving the organization of labor and production, reducing monotonous, low-skilled labor, eliminating the discrepancy between the content of work and the qualifications, individual characteristics and interests of workers.

It is important for the auditor to determine the exact causes of turnover. One method is to interview workers just before they leave a company to try to determine why they want to leave (“exit interviews”).

Other methods include telephone or personal interviews several weeks after settlement. However, the data studied by all these methods is usually not very reliable.

Absenteeism leads to a number of costs and causes practical problems. Enterprise costs include those types of payments that are made regardless of the presence or absence of the employee. In addition, you have to pay for the after-hours work of the worker who does the work of the absentee, which is more expensive. In addition, expensive equipment may be idle here and the productivity of the unit may decrease.

The standard formulas for calculating absenteeism are as follows:

number of working days lost in a given period

_____period due to absence from work: _____ *100%

average number of employees* number of working days

______ total number of hours missed: __*100%

total number of working hours according to schedule

Forms of assessment such as dissatisfaction and complaints expressed in some way are also closely related to turnover and absenteeism.

Discontent- expression (written or oral) of dissatisfaction or criticism from an employee to a manager.

Complaint- grievances presented formally and in writing to management or a union representative.

An increase in the number and severity of complaints can be a signal of dissatisfaction, which, in turn, can lead to an increase in absenteeism and turnover. These factors serve as indicators of how successful the HR department is in creating employee satisfaction.

One way to evaluate the performance of human resource management services may be to analyze the opinions of employees. Such opinions are summarized in writing using questionnaires (usually in anonymous form) to express employees' reactions to the employer's personnel policies, job characteristics, etc.

Significant increase and complexity personnel work causes an increasingly widespread use of personnel audits, which justifies the specificity of the methods used in the process of conducting it.

There are several models in the world for measuring the performance of human resource management services.

Ulrich's model (gives the main directions for measuring the results of these services):

· Productivity/Productivity Metrics.

· Product output per unit of raw materials, per employee, per unit of salary, etc. These indicators can be used to measure the effectiveness of trainings, new organizational structures, payment systems, etc.

· Process measurement indicators, such as the speed of completion of a business procedure or technological process.

· Costs and any results of special programs and initiatives.

· Employee skills, loyalty, moral climate in the team.

· Organizational capabilities such as cycle speed, learning ability, transparency.

Jack Phillips' model (provides parameters for measuring return on capital invested in personnel (HR ROI).

· Investments in HR.

· Investment in HR = HR Expenses/Operating Expenses.

· Investments in personnel service = Personnel service expenses/Number of employees.

· Absenteeism rate. Absence = P (absenteeism, absence without notice) + number of people who quit unexpectedly.

· Turnover rate.

· Satisfaction indicator = Number of satisfied, %.

· Unity and harmony in the organization.

· Labor productivity statistics and labor efficiency assessments.

The most commonly used indicators used in foreign companies to assess the effectiveness of investments in personnel are:

· satisfaction with trainings (research among training participants);

· voluntary dismissals as % of the total number of employees;

· average annual cost of benefits as % of payroll,

· average time to fill vacancies.

Other measurements include: department score sheet HR services (SUP) - to measure the effectiveness of the SUP as a business partner; a plan for improving the qualifications of BMS employees - in the field of personnel management and in the field of company business; measurement of those functions that relate to the budgets of line managers, for example: recruiting, costs for EMS employees / number of working hours.

As an example of assessing the effectiveness of investments in personnel, here is a system of indicators used by the HR-Saratoga Institute, a leading institute in the field of HR management:

· Income per employee.

· Consumption per employee

· Compensation as a percentage of income.

· Compensation as a percentage of expenses.

· Cost of benefits as a percentage of income.

· Cost of benefits as a percentage of expenses.

· Cost of benefits as a percentage of compensation.

· Cost of pension benefits as a percentage of expenses.

· Cost of benefits per pensioner.

· Percentage of newly hired employees from the total number.

· Cost of attraction.

· Time to fill a vacancy.

· Time of the starting period.

· HR department expenses as a percentage of total expenses:.

· The ratio of the number of HR personnel to total number workers.

· Cost of benefits as % of?????????WHAT?????????

· Costs of the HR department per employee in the company.

· Supervisor compensation percentage.

· Cost of compensation per employee and % of total expenses.

· Cost of compensation per complaint.

· Number of absenteeism.

· Dismissals at the initiative of the employee.

· Number of offers made/number accepted.

Other methods for assessing the effectiveness of the personnel service are also used. For example, expert assessment of the contribution to the business result of individual programs, projects and activities. A tree of standards and indicators from the company’s business objectives, coinciding with the level of delegation of authority and responsibility. All of them evaluate the activities of the personnel service not based on functions, but on business results.

Experience in implementing projects to evaluate investments in personnel of Russian companies shows that the most important performance indicators in the field of personnel management are:

1. Compliance long-term plan on personnel management and business objectives of the company.

2. Added value per employee (an indicator of management efficiency).

4. Contribution of the personnel service to the company’s business results.

5. Return, return on investment in personnel, including events and programs (HR ROI).

6. The relationship between productivity growth and wage growth.

7. Percentage of management compliance with the corporate competency model.

8. Output per worker.

9. Staff turnover (and the amount of losses upon dismissal of an employee).

10. Percentage of personnel costs in operating expenses.

11. Reserve readiness level.

12. Number of personnel (in terms of optimization), etc.

A personnel audit allows you to identify the organization’s ability to resolve social and personnel problems that have a direct impact on the performance of employees (see Table 33).

Typically, a comprehensive external audit of personnel is carried out by 3-4 auditors and takes 4-6 months.

To further strengthen the position of the HR service in the organization, it needs to learn to speak the language of business, and that language is numbers. The mathematical apparatus requires systematic application both as an everyday monitoring tool and as a model for carrying out cost analysis in the controlling procedure.

Table The main directions of analysis of the quality of personnel management of an organization

Directions of analysis	Criteria used
Analysis of personnel policy	Consistency and consistency of personnel policy - compliance of the declared goals with real practice in the field of PM. Compliance with the goals of personnel policy and ways to achieve them with the strategy and goals of the organization.
Assessment of the quality of basic documents regulating the work of personnel	Clarity and accuracy of the presentation in documents of the rules and procedures on the basis of which personnel management is carried out, compliance with the Labor Code.
Assessing the most important formal rules and procedures that support the personnel management process	Labor performance of employees, efficiency of the organization and departments. Compliance with TC. Moral and psychological climate in the team.
Evaluating the Essential Elements organizational culture influencing employee behavior	The state of work ethics (dominant moral norms and rules of behavior). Traditions and rituals existing in the organization that influence the behavior of employees. The image of the organization in the eyes of consumers, clients and staff. Production culture (condition of production and service premises, cleanliness and order, production aesthetics).
Assessment of indicators characterizing the quality of personnel management	Staff turnover rate. Moral and psychological climate in the team. Employee satisfaction with work, absence of complaints and other manifestations of dissatisfaction. The employee's commitment to his organization. Labor performance indicators of personnel.

Tasks of auditing the work of the personnel management service

4 CONTROLLING THE ORGANIZATION’S PERSONNEL MANAGEMENT SYSTEM

4.1. Controlling: basic concepts, goals and objectives