Employees’ turnover is a costly practice in any enterprise. However, there are acceptable rates. The concept can be a saver, especially during economic turmoil. Clinger (2016) suggests that the universal rule to determine whether an organization exhibits turnover is by looking at the percentage of workers who turns over for five years. Fifteen percent of employees’ turnover is reasonable for five years, whereas 20 percent is taken to be high. The facility has lost three leaders, fired two workers, and several have quit in the last years. Such a situation sets precedence for other employees being uncomfortable in the organization; thus, this turnover rate is worrying (Capko, 2019). This assertion can be proven by determining whether the tasks assigned are proficiently handled and evaluating if the qualities of the current employees match those in the human resource information system.
Estimating whether the tasks are skillfully done is a vital strategy to evaluate whether staff turnover is a problem for an organization. The human resource information system provides all the information about any employee, and it is easy to identify their area of expertise ( Kavanagh & Johnson, 2017 ). A manager should compare the description of the position of the worker and determine whether the worker does his or her work proficiently (Capko, 2019). Such can be evaluated through the identifiable achievements that the organization may have made for the period that the worker has been working. If records indicate that the performance was impeccable, then it means that it is a problem to the organization and the management should consider strategies to motivate workers through the performance of appraisal to reduce the turnover rate (Clinger, 2016). However, if records indicate that the performance is poor, then it is essential to look for a better employee for the organization.
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Evaluating whether the organization hires the relevant staff is another strategy to assess whether or not the turnover is a problem to the organization or not. Even though an employer can conduct a field survey in different departments to evaluate their skills, the human resource information systems provide all the data with information of workers and where they fit in the enterprise (Clinger, 2016). Workers should be hired based on their level of expertise in different departments through the division of labor and specialization. VC Health should evaluate whether people employed in various departments have all the requirements to work there ( Failla, Melillo, & Reichstein, 2017 ). If they have and there is still turnover, then, it means that the manager is the problems and should look for ways to improve their working conditions (Capko, 2019). However, if they work in departments they are not fitted, then it means that the company does not have any problem since it can interchange people working in different departments and allocate them to departments they are best fitted.
In general, worker’s turnover is a prevalent predicament in many organizations across the globe. However, some turnovers are an advantage to a company while others are a problem. As such, it is critical to evaluate whether the turnover is a problem for the organization by assessing whether the expertise of the workers fit their job descriptions from the human resource information system. VC Health can quickly identify them and at least get a glimpse of the causes of the turnover from records. Maybe, some workers do not have the required expertise to fit into various departments. However, if human resource information systems indicate that they have the required skills, then it means that the employer should change the management skills of the strategies of hiring.
References
Capko J. (2019) Identifying the Causes of Staff Turnover Fam Pract Manag. 2019 Apr;8(4):29-33 : https://www.aafp.org/fpm/2001/0400/p29.html
Clinger, J. C. (2016). Turnover at the Top: Causes and Consequences of Leadership Change in Public Agencies.
Failla, V., Melillo, F., & Reichstein, T. (2017). Entrepreneurship and employment stability—Job matching, labour market value, and personal commitment. Journal of business venturing , 32 (2), 162-177.
Kavanagh, M. J., & Johnson, R. D. (Eds.). (2017). Human resource information systems: Basics, applications, and future directions . Sage Publications.
