Employee Churn Research Articles

Employee Churn Rate Prediction and Performance Using Machine Learning

A person working for an organization is the vital resource which is known as an employee. If one of them leaves company suddenly, this could affect and cost massive amount to respective company. And recruitment would consume not only time and money but also the newly joined person needs some time for making particular business cost-effective. This model will help to predict rate at which employees are quitting jobs based on obtained analytic data accessible and use different machine learning algorithms to decrease prediction error. Personalized or individual employee’s prediction is different with respect to environment they are working in. While it has become apparent that employee churn prediction responds differently to salary, depending on their location, lifestyle, and environment, the linked knowledge and understanding remain fragmented. In this paper, we aim to design expert prediction system to deal with problems associated with lack of knowledge of employee behavior, to aware organizations about the importance of employee, to prevent unnecessary employee churn, and to improve growth of both separately

Predicting the Occurrence and Causes of Employee Turnover with Machine Learning

This paper looks at the problem of employee turnover, which has considerable influence on organizational productivity and healthy working environments. Using a publicly available dataset, key factors capable of predicting employee churn are identified. Six machine learning algorithms including decision trees, random forests, naïve Bayes and multi-layer perceptron are used to predict employees who are prone to churn. A good level of predictive accuracy is observed, and a comparison is made with previous findings. It is found that while the simplest correlation and regression tree (CART) algorithm gives the best accuracy or F1-score, the alternating decision tree (ADT) gives the best area under the ROC curve. Rules extracted in the if-then form enable successful identification of the probable causes of churning.

How can Complex Organizations Engage in a Successful Restructuring while Simultaneously Improving the Delivery of Products and Capabilities?

A large complex government organization is planning a restructure of their organization from a hybrid matrix or competency-aligned team structure to a more dominant mission-aligned structure. This restructure has the potential to spur organizational problems from employee churn, including a decrease in employee engagement as well as detract from product delivery. The purpose of this study is to systematically gather and review evidence on employee engagement and retention during organizational restructuring initiatives. Another purpose is to define how leadership style can impact the organization’s ability to successfully restructure while also improving the efficiency and effectiveness of the ongoing products. An analysis was carried out using four rapid evidence assessments and then a combined systematic review to analyze existing scholarly literature on the research question. The organizational problem was viewed through the lens of the contingency theory, which focuses on the structure best suited to the organization, contingent on its internal and external environments. With a complex reorganization, an organization can align with their internal mission, as well as their customers in the external environment. A thematic analysis of the literature revealed several themes; job resources, leadership styles, team innovation, training, external and internal environmental factors, employee engagement, open communication, and organizational diagnosis. This study supports the notion that a successful reorganization can be implemented through the support of an effective leadership style, training, and the implementation of job resources.

Staff Churn and the Monthly Close: Coping With the Reality

In general, turnover in accounting staff seems to be par for the course. In fact, it’s not uncommon for a typical accounting department to lose a quarter of its staff in a given year. With the average cost of turnover calculated at $32,500 per employee, not only is it expensive but is highly disruptive to an organization. It’s the monthend close process where the impact of a high employee churn rate is frequently most felt. This is because for most organizations, the close process continues to be a highly manual one that typically is not well documented. When an employee leaves, they often take their “tribal knowledge” of a company’s close process with them, leaving the rest of the team to scramble to reconstruct it. This can delay close time and lead to mistakes. Close management software is helping accounting departments deal with the reality of the high turnover of staff accountants. By documenting all procedures in a centralized place and enforcing best practices as well as easy access to historical referencing, it serves as an on boarding roadmap for employees in new roles and keeps the close process where it belongs-within the walls of a given organization. © 2017 Wiley Periodicals, Inc.

The Death Of High Performance Programs: Transferring Knowledge In The New Millennial

The “Opportunity Gap” and the “Skills Gap” have been the focus of conferences this year. Solutions have been proposed, but none has aligned technology with the cultural capital that exists within an organization to close the gaps. Cultural capital is the accumulation of symbols, language, political knowledge and expertise that senior leaders use to get the job done daily within an organization. Emerging leaders who have not been immersed in this cultural capital, particularly diverse candidates, struggle to identify or find the resources and develop the skills necessary to succeed in an organization. Frequently training dollars are allocated to high-potential candidates who often are able to assimilate these skills quickly, but rarely if ever are they, when at the managerial level, tested on their ability to transfer these skills to others. This inability of high-potential mangers to transfer cultural capital between the different layers of an organization is a real cause of the skills and opportunity gap.In 2012, at a larger retailer in the southern US, we began testing a pilot program for a practical management training in the form of a Licensed Online Open Course (modeled after the MOOC) to determine if managers with access to a structured and disciplined curriculum could have an impact on human capital productivity and increase retention among managers and their followers. The LOOC and its content were created by the Donohue Mentoring System™ (DMS).We concluded that on-the-job training, using the DMS LOOC delivery and mentoring, fosters cultural capital, increased job motivation and satisfaction, and subsequently increased output (productivity) by 10%. Using a survey comprised of 19 questions, we were also able to determine that trust in superior officers increased by 10% and self-assessed value of work increased by 10%. These increases resulted in a reduced employee churn of 50%. As we carried on pilots in 2013, 2014 and 2015 with other large corporations, not for profit and a government, we were surprised to find that the system delivered the same noteworthy results each time. We found that when managers are presented with a technology solution that allows them to train candidates (mentees) and transfer knowledge to their mentees, leadership magic happens, and people engage with each other. What surprised us the most was that no matter the size of the pilot program, mentees for the most part surpassed their mentors’ knowledge pre-program.

Controlled chaos makes Creditsafe an uncommon place to work

PurposeThis paper aims to detail the policies and practices that helped Creditsafe UK, a provider of online company credit reports, to earn 23rd place in the latest Sunday Times Best 100 Companies to Work For.Design/methodology/approachThe paper focuses on the areas of recruitment, induction, training, empowerment, teamwork, management style, flexible working and promotion from within. It includes the personal stories of three employees of the company.FindingsThe paper explains that the culture built from day one has been conducive to high levels of employee engagement. Significant emphasis has been placed on creating an environment that welcomes dynamic, motivated and hard‐working people and gives them the opportunity to grow to the best of their ability.Practical implicationsThe paper highlights the importance of creating a friendly, high‐energy, engaged environment with opportunities for personal growth and advancement.Social implicationsIt stresses the key role of promoting employees from within the company.Originality/valueThe paper details a number of unusual HR practices, including the provision of activity areas with table‐tennis or football tables, plus a disco ball adorning all sales departments, with the sales floor being affectionately referred to as the dance floor. It advances the view that, through creative employment‐engagement strategies, companies can derive measurable and tangible business benefits. Companies can improve their profitability by investing in employee development, through productivity gains and reduced employee churn.

Employee churn prediction

Customer churn is a notorious problem for most industries, as loss of a customer affects revenues and brand image and acquiring new customers is difficult. Reliable predictive models for customer churn could be useful in devising customer retention plans. We survey and compare some major machine learning techniques that have been used to build predictive customer churn models. Employee churn (or attrition) closely related but not identical to customer churn is similarly painful for an organization, leading to disruptions, customer dissatisfaction and time and efforts lost in finding and training replacement. We present a case study that we carried out for building and comparing predictive employee churn models. We also propose a simple value model for employees that can be used to identify how many of the churned employees were “valuable”. This work has the potential for designing better employee retention plans and improving employee satisfaction.