mba699_employeeattrition (1)

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Employee Attrition Analysis Report 1 Brian Nossokoff MBA-699-Q2843 Strategic Opportunity Mgmt 23TW2 3-1 Milestone Two: Employee Attrition Analysis Report December 18, 2023 Dr. Robert Shindell

Employee Attrition Analysis Report 2 Employee Attrition Analysis Report Employee attrition can be crippling for an organization. As a baseline, it is estimated that the financial burden that companies face per employee is over $10,000 dollars (Rollag, et al , 2005) when they must replace staff. Many factors can play a role in employees leaving a company, such as training, lack of growth opportunities, poor work-life balance, general dissatisfaction with the job, and wages. Additionally, if senior leadership were to work to halt these trending issues, one crucial way to do so would be to fix the working environment to make it more palatable for all. That kind of stability is often hard to come by, and if staff can witness its existence in the current organization, it is possible that their most important asset will stay for the long term. After analyzing the data of the employees of the business development organization, one of the most valuable pieces of data would be the age of the employees. Out of the 1,470 employees contained in the organization, the predominant portion of the group is in the twilight of their career. As you can see, the largest part of the team is comprised of those staff members from 30-39 years old. By this age, staff will be aware of what they want out of a career. The younger the crowd, the more career opportunities that may flourish as a result as the younger crowd tends to be more proactive and not reactive towards developmental opportunities (Van Veldhoven & Dorenbosch, 2008). Ages of Employees in the Organization 18-19 years old 20-29 years old 30-39 years old 40-49 years old 50-59 years old 60 years old

Employee Attrition Analysis Report 3 Next, the predominant educational level of the staff involves nearly 90 percent having some form of college or higher, with approximately 66 percent having at minimum their undergraduate degree completed. This chart shows that the staff has the desire to expand their knowledge. This could be molded to even include organizational knowledge as well, with the help and encouragement of senior leadership. Are these employees being adequately trained and developed? Judging by the following category, it does not seem as though the company is leveraging training opportunities in the way they should. Just under half of the employees have only been able to get two training opportunities, coming in at approximately 45 percent. This is inexplicable as the company had a young staff, driven to succeed and willing to learn. The staff at the organization have experienced a steady tenure with the organization as most of the staff have been with them from the start, or at least one other organization outside of them, which is something to be celebrated as it is by no means a common occurrence professionally. Education Level of Active Employees Associate Degree Undergraduate Graduate High School Doctorate Number of Training Opportuni- ties in the Past Year Per Employee 0 1 2 3 4 5 6

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Employee Attrition Analysis Report 4 The first glaring problem that can be witnessed by the data is that a significant percentage of the staff, nearly 64 percent, have recently received a promotion within the past year. This is problematic because it may brew dissension within the ranks. There are a number of individuals that have been with the company for an extended period of time that have not been considered for a promotion. Is it possible they are not looking to advance, and that they are satisfied in their current position? Sure. But it is arguably as likely if not more probable that passed over because such a staggering selection of individuals was very recently promoted. After combining the last pie chart with the pie chart showing the tenure of employees within the organization can help pinpoint the first reason for the high levels of attrition: lack of job growth opportunities. In addition to that, the other factors include: job satisfaction, wages, training opportunities and work-life balance. Nearly five percent of the staff has been overlooked for promotional opportunities for 10+ years now, with some being overlooked for 15 years. This would prohibit any growth for

Employee Attrition Analysis Report 5 any employee. For anyone that is an already established employee, they are often overlooked for training opportunities as opposed to the brand-new team members. To work on their retention rates, the company working on the acquisition should start by targeting the dissatisfied employees to see what is brewing the dissatisfaction among staff. It may be the fact that the lengthier the tenure, the less likely it is to receive a promotion at status quo right now. This would be where it would be highly beneficial for the company to conduct an anonymous employee feedback survey with questions that are rated on a Likert-scale, with minimal open-ended questions intertwined. Dedicated communication should occur between management and the crowd that is dissatisfied should occur to ensure that employees are motivated enough to maintain production standards moving forward. Based on the attrition analysis data, I would venture the educated analysis that more and more employees will gradually begin leaving the organization. As you can see by the depiction of the work-life balance ratings from the employee attrition data, there are a considerable amount of staff members that indicated sub-par work life balance levels. Having poor-work life balance,

Employee Attrition Analysis Report 6 coupled with poor job growth in an organization can dissuade a buyer from completing their purchase of the organization as it will show that whatever measure of stability that is currently there will not be there in the future. Some actionable steps the company can focus on involve establishing open lines of communication to start. This can be using an employee engagement survey but should be more than that alone as well. Establishing a quality working environment is going to be key in ensuring staff knows that they are appreciated and valued as a long-term member of the organization. The next step to take is building said employee engagement survey from earlier. This can include both open and closed ended questions in order to determine any trends from staff; however, during this week, it should also be deemed employee appreciation week where staff are celebrated for the good work that they have done in the organization. Finally, the third actionable step is creating Key Performance Indicators (KPI's) to set standards for everyone in the organization. These KPI's will be used as a benchmark to assign raises at the end of the fiscal year for the organization. Depending on how the organization does at the end of the fiscal year is how the raises will be calculated. One thing that management can do to prevent employees from leaving the organization is to increase the pay scale. There may be unnecessary discontent due to employees having to work lengthy hours just to be able to provide for their families. Especially with the employees that have been there substantially longer than others, increase that pay scale. It is not going to ruin the budget if managed appropriately. To do this, the organization can create a career development ladder program. This can ensure that employees are where they can do their best work, and open up the door for opportunities for others to step into where they want to be. Additionally, creating a sense of transparency and working on establishing a professional

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Employee Attrition Analysis Report 7 environment where people feel empowered to speak up and speak out to coach each other when needed, not to challenge others and brew anger, but to spur continuous learning opportunities within the company.

Employee Attrition Analysis Report 8 References Rollag, K., Parise, S., & Cross, R. (2005). Getting new hires up to speed quickly. MIT Sloan Management Review. Van Veldhoven, M., & Dorenbosch, L. (2008). Age, proactivity and career development. Career development international , 13 (2), 112-131.

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