RETENTION
Measuring and managing labour turnover
Benchmarking labour turnover rates with other organisations is difficult and complex. New research by IRS found that just over four in ten organisations do so. Published sources and personal contact are most often used when benchmarking.
| What you will find in this two-part report by IRS |
| Title: Measuring and managing labour turnover. |
| PART 1 |
| Publication: IRS Employment Trends 793/Recruitment and retention, 6 February 2004. |
| This 11-page report presents the findings of a postal survey of 102 employers with operations in the UK. It investigates the problems behind gathering and analysing labour turnover data, and what employers do with the statistics that they manage to collect. The study also provides feedback on the ways in which organisations are employing the data to manage their retention of staff. |
| Key quote: "The most effective ways of controlling labour turnover are improving the people skills of line managers, improving recruitment, offering flexible working, changing/introducing induction, and making pay-related changes and improvements." |
| PART 2 |
| Publication: IRS Employment Trends 794/Recruitment and retention, 20 February 2004. |
| The second and concluding part provides information about trends in retention rates and other benchmarking data. Across seven pages, IRS examines:
A directory of labour turnover sources is available to IRS subscribers at www.irsemploymentreview.com |
| Availability: Contact the subscriptions department at Industrial Relations Services in London, tel: 020 8686 9141 or visit www.irsemploymentreview.com |
Posted 8 March 2004