Determine Costs Of Turnover And Turnover Prevent

Turnover cost analysis as part of risk management as you calculate the costs of turnover as a human resources manager can and what other benefits has the fluctuation analysis with regard to the risk management in the company, experienced in the following post. Armed with these hard facts it manage to create a willingness to implement measures to reduce the costs of turnover. Key figures for the fluctuation generate information about the number and frequency unwanted staff turnover are important figures, from which statements about employee satisfaction reading can, for example, with the leadership or the compensation at the company. From the overview of all cases of unintentional turnover offices, departments and areas are visible, where unwanted fluctuation occurs frequently. The causes of fluctuation can be analysed then. These results with a detailed statement of the costs of turnover in each case in connection are brought more useful information that implies: it shows, which places and areas with fluctuation especially high costs themselves, which is specially directed measures to reduce it.

Multiple risk areas will benefit cost analysis a detailed analysis of the cost visible where the company when an unwanted fluctuation especially is harmed by loss of knowledge and ability to act. These risk areas are often in the so-called critical-skill employees, the potential service providers, the owners of strategic relevant functions, as well as the specialists with skills available on the market difficult. Through a detailed analysis of the cost of the fluctuation you get facts that will prove your guess in most cases: prevent unwanted fluctuation is less expensive than having to constantly fill positions new. A checklist of I.O. BUSINESS consultant provides you with support in determining the costs of turnover. Links: To the checklists identify of the Fluktationskosten and fluctuation risk determine more information Staff Binder titled fluctuation contact to the competence center employee binding.

IT Service Department

Networked management system creates efficiency and achievements in international and networked teams. Hamburg, December 30 – virtual power team is one of Peter Ivanov ( developed management system, networked teams give a basis for an efficient and successful cooperation. Ivanov is Senior Manager of British American tobacco, a global trade-defining company in the consumer goods industry, and has worked for years in and with international teams. From this collaboration, which is characterized by very low present times of team members, he has developed his own management system virtual power teams in recent years, which makes virtually networked teams successful working units. Mr Ivanov, teams, the Member of which was scattered all over the globe have done successfully in the past 20 years. How did you come to this task? PI: In the last 20 years I worked for international companies in Bulgaria, Hungary, and Germany, where I was on the road most of the time in the world. Starting point first projects with a European focus, which were then expanded into large virtual departments.

I practically grew into this task. From 2011-13 I headed then the IT Service Department for Eastern Europe, the Middle East and Africa of British American tobacco. Such a globally networked team imagine what particular challenge? PI: Well, the first challenge is the absence of opportunities for informal, personal exchange the so-called tea-kitchen conversation. When people who have never previously met and could thus build personal relations work, the employment base is far less productive than in teams that have these opportunities. Working across continents and time zones much more difficult than building personal relations and ties. Get to know the team members in real life someday? Or is this totally unnecessary? PI: definitely. In my opinion this is extremely important. I’d do it in the first week, when I use the line a such teams would charge.