2.1 Interpret analytical data using appropriate analysis tools and methods.

Review relevant evidence to identify key

2.2
insights into a people practice issue.

2.4 Provide a rationale for your decision based on evaluation of the benefits, risks and financial implications of potential solutions.

3.2 Scrutinise key systems and data used to inform people practice in relation to measures of work and people performance calculations.

Collate key findings for stakeholders from people practice activities and initiatives.

Solution

2.1 Analytical Data used in Tools and Methods

In the question notes, recruitment costs to 2018 amounted to £2065.00 increasing on top of £3012.00 from the time and future.

Hence, in line with evaluation, for 2016 to year 2018, the calculation summary entail;

• The entire employees leaving the departments (2016-2018) equalled to 260
• In terms of the employee’s recruitment costs in similar year included £2065.00
• Hence, in terms of employees, the entire costs averaged to £2065/260 which equalled to £7.9

Further, in regard to the year 2019 up to 2021, a same calculation entail;

• A total number of the employees leaving all the departments starting from 2019 to 2021 amounted to 261.00
• In terms of the employee recruitment costs in similar year, this was £3012.00
• Hence, in terms of the employees, the entire costs amounted to £3012/261 which equal to £11.50

Hence, in summary, the overall employees’ turnover costs can be calculated as below;

Table 1: Calculation of the Costs of Employees Turnovers

According to CIPD (2021d), turnover costs make sure there is a success in identifying the entire costs incurred to resource in a particular job role, capacity development of the staff, severance or bonuses packages and role of the management to fill their positions. It is evident that upto 12% of the full organisation is aware of the turnover costs incurred. For the Saudi Aramco entity for instance, there is a ned to promote success in their resourcing strategies.

Percentages of Turnover Rates in Each Department

As evidenced in CIPD (2021d), to calculate the percentage turnover, this entail division of the numbers of terminates in a specified timeline by employees’ number at a start of a particular period. In the departments, this is as shown in table 2;

Table 2: Annual turnovers Calculations

The overall turnover levels are equal to the findings in Li et al. (2021) which evidence as being an average of upto 15% or lower which is classified as healthy.

2.2 Reviewing Evidence for Identifying Key Insights into People Practice Issues

The different people practice professional problems faced lead to an increase in staff turnover levels. According to Meaza and Abebe (2020), employees turnover rates represent percentage of replacing an employee. There are push and pull factors evidenced to influnce success In an entity practice and achieving a high-level retention of the most successful staff. The level of identifying employees’ relationships, discrimination issues and exclusion of the best performers in an organisation.

Dissatisfaction with Assigned Job Functions

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