Employee Turnover and Absenteeism Challenge
In the human resource management exercise, there were several factors regarding employee turnover and absenteeism evidenced in the simulation. Given the topic, the main issue involved employee turnover. By definition, employee turnover refers to the number of employees leaving an organization and replaced by new employees in return ( Price & Price, 2011 ). Concerning employee turnover, I had to analyze different aspects relating to employee turnover including causes, impacts and opportunities as well. In human resource management, the main role involved effective management of employees among other people involved in the firm’s operations for the firm to gain a competitive advantage. Nevertheless, employee turnover posed a challenge though the exercise whereby, employees could leave the firm and in replacement, new employees could be employed. Although the replacement was necessary, the firm could not gain a competitive advantage following different impacts of employee turnover in the firm.
To begin with, the exercise presented numerous impacts of employee turnover including skills and knowledge discrepancies. The employees who left the firm had skills and competence that would improve the competitiveness of the firm. As a result, the firm would experience product and service quality deterioration. Employees leaving the organization would disrupt daily operations and level of innovation that could be necessary for product and service quality ( Mathis et al., 2017 ). In return, the firm experienced a low quality of goods and services that prevented gain of competitive advantage. Additionally, absenteeism in the firm posed a challenge to the firm’s operations. In return, the company suffered cases of low morale and low production as well.
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Additionally, the firm experienced low workplace morale following employee turnover. Employee turnover would make the remaining employees to be overworked in order to cover the responsibilities and gaps left by the employees hence reducing their morale ( Price & Price, 2011 ). In addition, the interrelations among the employees before leaving had cooperation and a good production environment that would be violated upon leaving. In addition, the newly employed staff were not immune. They required training for the new work environment and operations in the firm hence making the firm suffer and added training cost. Moreover, such aspects interrupted the competitive advantage of the firm.
Regarding the impacts of the employee turnover, I had suggestions that would reduce the impact on the firm’s operations. Since employing new skills was the only approach to cover employee turnover, I suggested that the human resource department could be specific to the skills and expertise required for the field. In addition, the HR department needed to identify the cause of employee turnover especially personal factors and find out the approaches to prevent cases of employees leaving the firm ( Mathis et al., 2017 ). Another suggestion included improvement of the working environment and reviewing the firm’s policies considering the employees in the process. In return, the supervisor analyzed my suggestions and found them relevant in relation to the issue of employee turnover.
Although I identified negative impacts of employee turnover, it presented a golden opportunity to identify different opportunities that would be substantial for improving the competitiveness of the firm. The process of replacing employees presented an opportunity to recruit skills that would promote the innovativeness of the firm. In this case, the human resource department had to evaluate the innovative skills required for the firm to gain a competitive advantage and give them the first priority when recruiting employees to replace the leaving employees ( Price & Price, 2011 ). The exercise was significant especially through presenting a real human resource management case study. The main lesson learnt through the exercise involved the effects of employee turnover and how to reduce the rate of employee turnover in a firm. Through the simulation, I could make suggestions that effectively worked for the firm through human resource management.
References
Mathis, R. L., Jackson, J. H., Valentine, S., & Meglich, P. A. (2017). Human resource management . Australia: Cengage Learning.
Price, A., & Price, A. (2011). Human resource management . Andover: Cengage Learning EMEA.
