MBA 699-All Included

2

Employee Attrition Analysis Report

Deyanira Diaz

Southern New Hampshire University

MBA 699- Strategic Opportunity Management

Professor Kevin Farina

November 27, 2022

Current Employee Demographics

The company has a diversified workforce, with male employees accounting for a slightly higher percentage of the total population than female employees. According to the course scenario, six females are participating against fourteen males. Most employees are between 18 and 40, with those above 50 constituting the smallest percentage within the employee group (Employees over 50 years of age are only 2). According to the data, most workers are still in their "young" age bracket, in their 30s. The organization needs to have a diverse age demographic mix to achieve equilibrium and balance in the performance of its many obligations and responsibilities. In addition to exchanging work-related experiences and information, employees of varying ages contribute significantly to the organization's overall success. This is primarily because the younger employees benefit from the older employees' influence on their personal growth and professional advancement.

The proportion of married and single people in the workforce is relatively balanced. Employees in this category include those who are married, those who are single, and those who have been divorced. The workers can readily learn about social concerns and share their experiences when they get together. The degree to which individuals can minimize discrimination influences how well they are suited to work in an organization and how efficiently they can do their jobs. In the current context, the workforce demographics reveal that they have people working there who come from a wide range of age groups and social backgrounds. According to the data presented in the current case scenario regarding employee demographics, the company employs people from various educational backgrounds. In addition, the personnel have varying levels of expertise and have worked in various capacities across various organizations and businesses. There is a wide range of experience levels because of the age and educational background of the workers. A combination of different levels of experience and education helps develop the professional balance necessary for efficiently carrying out the assigned tasks and obligations.

I have chosen a bar chart to represent the demographics of the workers. In addition to the ease of data interpretation, I chose this style of representation for its visual appeal.

Attrition Analysis

Attrition decreases someone's strength, usefulness, or competence through persistent and consistent work pressure. In this instance, the corporation has multiple attrition causes. Poor job satisfaction and salary are the leading cause of employee turnover in a firm. Based on the employees' credentials and degrees of experience, the job's pay is modest. Even having advanced degrees, the personnel are not compensated as competitively as other businesses or administrations in the same industry. In addition, the company needs more occupation chances to expedite the development and progress of its staffs. The inadequate openings at work hinder the success and development of individuals. In this situation, only a small number of employees can be promoted. Significantly few employees have held the same post for more than ten years, indicating a scarcity of opportunities to accelerate employee growth. In addition, a lack of employee engagement contributes to employee turnover. Because there are insufficient possibilities for their growth and development, it is possible that the employees need to be more motivated. Inadequate salary, a lack of incentives, and a sluggish advancement process are significant contributors to employee turnover in a firm. Equally, the firm appears to have a terrible workplace culture. The work values must satisfy the workers' requirements and promote their individual and proficient growth. In the case scenario, the staffs work in a culture that is insensitive to their wants and responds unproductively to their desires.

Since their last promotion, those who have departed the organization have taken varying amounts of time. Lack of promotion or the existence of slow advancement is a factor in employees' decisions to leave an organization. Even though this issue needs to be more well-defined in the presented data sheet, it indicates the organization's casual approach to employee advancement.

Typically, employees leave an organization at age sixty. The data indicates that the company still employs a 59-year-old employee. The employee can presumably leave the company when they reach departure age, which is frequently 60 years old, reliant on corporate policy. In addition, there is no set sum of years a worker is projected to labor for the organization before exit or resigning.

Retention

The attrition research findings show that several factors affect an employee's decision to remain with a firm. The facts reflect my current employment status and indicate why I may soon pursue alternative opportunities. First, the findings indicate that employees value their workplace treatment. Most employees who have remained with the firm the longest have gotten training or enough financial compensation. For instance, the results indicate that the rate of acquittal decreases proportionally to the amount of training provided by the company. Similarly, most of the organization's acquittals receive minor compensation. To prevent employee turnover in the future, the firm must emphasize the necessity and significance of continual training and acceptable compensation.

Using the present information and statistics on attrition, it is expected that more current employees will depart the firm for other opportunities. In addition to low pay for most employees, there is minimal emphasis on training and possibilities for individual employee growth and development. As a result of the circumstance, the organization will likely have employees unsatisfied with the work environment. In this instance, dissatisfaction would be the primary reason most employees would leave the firm.

Attrition suggests that employees' well-being and personal growth and development are crucial for strengthening their stability in a firm. The absence of adequate compensation and an efficient work setting raises the likelihood of employee attrition rate.

The prospective purchaser necessitates a corporation with talented, driven, and well-trained staff. In this instance, the prospective purchaser will base their purchase choice on the attrition data. The facts may deter potential purchasers since they need to portray a company set for success.

Actionable Steps

Improving employee training effectiveness, consistency, and regularity is the first step an employer can take to increase their dedication and productivity. According to the sheet's data, inadequate training is the primary reason for excessive organizational attrition rate. The results indicate that the business should generate more possibilities for evolution and expansion to lower turnover concerns. Lastly, the firm might enhance its compensation system or approach to expedite efficacy and efficiency.

Reference

DeMaria, A. T. (2018). Employee participation committee or labor organization? Management Report for Nonunion Organizations, 41(7), 3–4. https://doi.org/10.1002/mare.30406

Srivastava, D. K., & Tiwari, P. K. (2020). An analysis report to reduce the employee attrition within organizations. Journal of Discrete Mathematical Sciences and Cryptography, 23(2), 337–348. https://doi.org/10.1080/09720529.2020.1721874