Avado 5CO02 Evidence-based practice Report Part two Data analysis and review

Question

Section two of the report needs to showcase to senior managers how people professionals use and analyse data on people practices.
1.     Below is the data of labour turnover across three departments over a five-year period.
Year
Administration
Total in department = 32
Drivers
Total in department = 141
Production
 Total in department = 385
2016
4
21
39
2017
2
18
54
2018
8
32
82
2019
12
16
80
2020
9
32
112
The costs for recruiting an employee up until 2018 was £2065 however this rose to £3012 from this date onwards.
·       Present the costings for each year across each of the three departments.
·       Represent the turnover per year as a percentage of the total number of employees in each department.
2.     Presented below are two sets of data that has been collected from two departments during exit interviews.  Table 1 shows the feedback that has been elicited from employees in production and table 2 is from payroll.
·       Review and analyse the two data sets below.
      Table 1.
Production – the data represents the number of employees making the comment of their main reason for leaving (52 refused to comment).
Left the job role because there was limited opportunity to enhance career. 
24
Left because the work was boring or monotonous
45
Left the role because targets set by their line manager were unachievable.
3
Left because the working hours were unsocial
38
Left the job because their manager was aggressive and difficult to work with.
52
Left because of unforeseen life change
4
Left because there was limited opportunity to develop
12
Left through ill health
14
The role did not afford the opportunity to flexible working
68
Left because I wanted to retire early
7
Left because the working environment was not conducive to well-being
15
Left due to travel difficulties
5
Left to pursue another career
82
Left due to poor pay
94
Left because there was conflict amongst fellow employees
34
Left due to limited reward incentives
87
Left to go to further/higher education  
19
Left due to emigrating to another country
1
Left because of leaving the area
5
Left due to care responsibilities
18

 

Table 2.

Payroll – the data represents the number of employees making the comment of their main reason for leaving (27 refused to comment).
Left the job role because there was limited opportunity to enhance career.
4
Left because the work was boring or monotonous
12
Left the role because targets set by their line manager were unachievable.
17
Left because the working hours were unsocial
2
Left the job because their manager was aggressive and difficult to work with.
7
Left because of unforeseen life change
4
Left because there was limited opportunity to develop
2
Left through ill health
1
The role did not afford the opportunity to flexible working
3
Left because I wanted to retire early
0
Left because the working environment was not conducive to well-being
1
Left due to travel difficulties
0
Left to pursue another career
3
Left due to poor pay
2
Left because there was conflict amongst fellow employees
4
Left due to limited reward incentives
5
Left to go to further/higher education
8
Left due to emigrating to another country
0
Left because of leaving the area
3
Left due to care responsibilities
8
  • From the analysis present your findings using appropriate methods to highlight themes and trends that appear to be occurring. (2.1, 2.2, 3.2, 3.3)
  • Make at least three recommendations to reduce employee turnover based on your analysis. Provide a rationale for your recommendations based on an evaluation of the benefits, risks and financial implications of potential solutions.  (2.4)

Solution

2.1 Interpretation of Analytical data using analysis tools and methods

Costing for each year across each of the three departments
From 2016 to 2018, the overall costs of recruiting the employees was £2065. To identify each year costings in every department, an average cost for every employee can be calculated.

2016-2018

Total employees who left in all the departments  (2016-2018)= 260

Overall costs of employees recruitment 2016-2018)= £2065

Hence, for each employee, the cost= £2065/260= £7.9

2019-2021

Total employees who left in all the departments  (2019-2021)= 261

Overall costs of employees recruitment (2019-2021)= £3012

Hence, for each employee, the cost= £3012/261= £11.5

Year Administration (£) Drivers (£) Production (£)
2016 31.8 163.8 308.1
2017 15.8 142.2 426.6
2018 63.2 252.8 647.8
2019 138.5 184 920
2020 103.5 368 1288

Table 1: Employees turnover costs

The rationale of obtaining the identified costs is as evidenced by eReward (2021) that “most of the managers lacks awareness of the reasons their highly qualified employees end up leaving an organisation”. In the report, it was only 12% of all organisations are aware of the costs of labour turnover. For XXX organisation, understanding this would be essential for appropriate resourcing decisions making.

Overall Turnover Yearly in each department as a percentage of total number of employees

A percentage turnover can be calculated by focusing on the turnover in a year divided by the employees at the beginning of the year. Hence, the percentages are as shown in table below;

Year Administration (%) Drivers (%) Production (%)
2016 12.5 14.9 10.1
2017 7.1 15 16.3
2018 30.8 31.4 29.6
2019 66.7 18.6 41.0
2020 150 45.7 97.4

Table 2: Overall turnover yearly

The overall turnover is as represented by Personnel Today (2002) as averaging at 18% in workforce. It is expected that averagely, approximately 6% of employees turnover is witnessed owing to lowered force or termination owing to poor performances.

2.2 Reviewing relevant evidence for identifying key insights into a people practice issue

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