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ORGANIZATIONAL CANCER. TURNOVER

ORGANIZATIONAL CANCER. TURNOVER

Pedro Elu

pedro.elu@elhuconsulting.com

It's good business to have an environment that enables staff to develop in our company.

However, when staff leaves the company voluntarily, this creates one of the more hidden costs that impair the profitability of companies : voluntary turnover, which is the number of people who decide to stop working in our organization.

In other words, voluntary turnover is the rate that relates to the number of people who decide to stop providing their services to the company and waive , with respect to total staff integrated the company at the beginning of a period.

No doubt it is healthy to have new staff to incorporate different ideas ... but to a certain limit, since when the number of newly recruited staff is very high, is required by them, an extra time and effort to learn about the organization and the business.

I've seen companies where the cost of voluntary turnover was becoming the equivalent of 20 % to 30 % of total payroll .

When voluntary turnover is very high we incur costs or direct costs of recruitment, selection, hiring and deteriorating staff productivity due to lack of knowledge of the domain or organizational processes . Additionally, wastage , waste and rework increase.

Once, estimated the total cost of voluntary turnover for a company, which was used to living with a high turnover, as it in some way , and found that these costs represented 30 % of what they paid in payroll . Most of the cost was made up of sales not achieved due to lack of training and mastering processes. Efforts to reduce voluntary turnover represented a direct savings in recruitment, selection, recruitment and induction in addition to increased sales, domain derivative processes and improving productivity of each person.

An agribusiness company operating with a high turnover, like the rest of its competitors in the sector identified as an experienced partner had a ten times greater than a newly hired employee productivity. So he decided to implement a plan to reduce turnover and increase retention of staff and thus the domain of production processes . The program was to identify the aspects valued employees and offer them as part of the compensation package. Among the items included as part of the company 's compensation package were training for families of employees in trades such as pastries, plumbing, electrical, etc. , allowing them to have additional income to the partner company .

This organization , scored higher productivity than other companies in the sector and area ; additionally achieved a positive social impact on the community in which it operated, what facilitated attract talent.

High turnover often is the result of several factors, among which are the following :

• The bosses. The leadership of the head is essential to establish a suitable working environment. And when leadership is lacking , people " give up the boss' most often: Recent studies show that it can reach up to 40% of cases. This is one of the main causes of resignation of employees. Towards the interior of an organization is not so clear at this phenomenon as a bad boss , the person looking for another job , but disguises his reasons and often mentions that waiver because another company offered a better salary . The reality is that the situation with your bad boss in the company's home prompted him to look for alternatives.

• Staff development in the company. For most people work is the main source of income , providing a role in society and opportunity to develop. Particularly in the early days of the occupation, learning is a factor highly valued . When opportunities for learning and professional growth opportunities presented in the workplace , then seek other employment options .

• Compensation . Remuneration or compensation is another factor influencing people decide to stop working in a company. Depending on the age and personal circumstances can be a very important factor . In general it is not the factor that most often propel people to seek other work.

To retain staff , and to create a pleasant and productive environment , we must investigate the real reasons why staff leave the organization . It is advisable to interview people who give to identify the real causes of your decision.

The rotation generates and these costs can be high ... It is therefore essential to ask the right in this area in order to know how is the organization itself and so make the necessary changes in time measurements.

Diseño de universidades corporativas

Diseño de universidades corporativas

Para el desarrollo de universidades virtuales y universidades corporativas te sugiero revisar los siguientes puntos, todos ellos están interrelacionados y cuentan con aspectos críticos que te ayudarán a diseñar o alinear una universidad corporativa.

El desarrollo o diseño en el orden correcto permite asegurar el éxito de la universidad.

Uno de los elementos más importantes para el diseño de una universidad corporativa es la identificación del objetivo. Tanto en términos de valor para la organización como para los participantes a los programas. La adecuada identificación del valor permite la supervivencia de las universidades corporativas. He encontrado universidades que se generaron con una buena intención pero al paso del tiempo no lograron mostrar valor para la organización y desaparecen. Por otra parte las universidades más exitosas y duraderas son capaces de evolucionar en su oferta de valor.

Públicos al que se invitará a participar en los programas de la universidad. Este tema es relevante ya que las características de las personas, tales como escolaridad, distribución geográfica y número de personas así como sus intereses determinan algunos elementos de la universidad. He tenido la oportunidad de observar empresas que plantean universidades corporativas virtuales en entornos en donde el personal prefiere los programas presenciales o no cuentan con las posibilidades de acceso adecuadas. De igual modo he visto como se plantean universidades presenciales en donde el tema del transporte de personal se convierte en el mayor costo de operación.
La selección del modelo educativo que se utilizará es otro de los elementos que agregan gran valor a la universidad corporativa. Es el elemento que permite acelerar los procesos de aprendizaje y generar resultados tangibles acordes al objetivo de la universidad. Con este elemento se define el rol del participante, de los facilitadores o instructores o la importancia de los materiales utilizados o las características fundamentales de los programas. El modelo definirá, en gran medida, la vida de la universidad.

Los programas que se impartan en la universidad son otro de los elementos que deben ser definidos de manera muy certera. Dependen del objetivo que busque de la universidad corporativa y caracterizan la vocación y el valor que aporta a la organización. Son uno de los sellos fundamentales en la organización. Pueden orientarse a procesos críticos, a la reducción de costos, o la formación de grupos concretos de personas.

La infraestructura debe ser acorde a los elementos anteriores. Tanto instalaciones físicas o ambientes virtuales dependen del modelo educativo, del tipo de programa y de los participantes. Es frecuente que se intente iniciar con este elemento sin contar con los anteriores y cuando se reflexiona sobre modelo educativo es más difícil de adecuarlo una vez seleccionado.

El adecuado diseño de la comunicación de la universidad corporativa con la organización es otro de los elementos que ayudan al éxito y al logro de los objetivos que se plantearon. En algunas organizaciones se plantean que los programas que ofrece la universidad son requisitos para promoción o permanencia en la organización. En otras son programas optativos a lo que el personal accede cuando lo prefiere.



Espero que estas ideas te ayuden para el diseño o mejora de tu universidad corporativa.