Understanding and Calculating the Cost of Turnover
Understanding and Calculating the Cost of Turnover
Let’s assume they leave and you have to find a replacement. Then, the other members of your staff have to pick up the slack but they are busy so things are not done quite as well as they should be. During this time, it is easy for something important to be overlooked and left undone that could cost you later.
You run an ad looking for a replacement and begin the interviewing process. After a month or two, a candidate is finally selected and begins to learn the job. In six months or so, they can do the work at the same level of the old employee. What is the cost associated with this? In the past, low-level employee departures could cost up to 25% of their annual salary with professionals costing up to 1.5 times their salary. Today, it could be at least 50% up to twice the annual salary.
Do the following to calculate what your turnover is and the cost of this turnover last year:
- Determine how many people you employed on average for the year.
- Determine how many people left your employment last year.
- Divide the average employment number for the year into the number of the employees who left and you have your annual turnover. If you want to know a monthly number divide by 12.
- Divide last year’s payroll by the average number of employees to determine the average annual salary.
- Multiply the average annual salary by the number of employees who left.
- Multiple that number by .35 (we’ll be conservative) and you likely have about what turnover cost you last year.
This does not include what we like to call the ‘cost of lost opportunity’. This is what the existing employee may have done to improve your company since they know it better than the new employee. It may take the new hire several years to get to the same level of knowledge as the one you lost.
An organization can only be as good as its people. Having the right people in the right job is what sets one company apart from its competitors in the marketplace. In the book, Good to Great, Jim Collins says great companies have a knack of putting the right people on the bus and, then once on board, into the right seats. Do you?
This sounds easy but anyone in business knows that it is not. That is where we can help you by utilizing our expertise. A validation study of a convenience store chain that used our methods showed it had an 89.3% reduction in monthly turnover, saving from $42,417.50 to $92,686.25 per month! It went from 172% turnover to just 19% in 18 short months!
A large metropolitan hospital reduced it's critical nursing turnover from 65% to 15% in just 18 months using our methods.
What if you could save $10,000, $5,000, or just $1,000 a month? What would that mean to your organization? Remember, this money usually just falls to the bottom line since it was not actually captured anywhere on your profit and loss statement.
Understanding and Calculating the Cost of Turnover - To learn more about this author, visit John M. Beane's Website.
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Employee turnover is a costly disease that goes undetected in many firms. Most CEOs just accept it as part of the cost of doing business. But, successful CEOs recognize the cost of, understand the reasons for, and find ways to lower turnover as much as possible. Let’s consider the cost of just losing one person. Imagine that this person is a good employee, not great, just good. They get their job done with a minimal amount of fuss and bother. They make around $30,000 a year and receive another 25% in benefits. So, their total cost to the firm is $37,500 per year.
Let’s assume they leave and you have to find a replacement. Then, the other members of your staff have to pick up the slack but they are busy so things are not done quite as well as they should be. During this time, it is easy for something important to be overlooked and left undone that could cost you later.
You run an ad looking for a replacement and begin the interviewing process. After a month or two, a candidate is finally selected and begins to learn the job. In six months or so, they can do the work at the same level of the old employee. What is the cost associated with this? In the past, low-level employee departures could cost up to 25% of their annual salary with professionals costing up to 1.5 times their salary. Today, it could be at least 50% up to twice the annual salary.
Do the following to calculate what your turnover is and the cost of this turnover last year:
- Determine how many people you employed on average for the year.
- Determine how many people left your employment last year.
- Divide the average employment number for the year into the number of the employees who left and you have your annual turnover. If you want to know a monthly number divide by 12.
- Divide last year’s payroll by the average number of employees to determine the average annual salary.
- Multiply the average annual salary by the number of employees who left.
- Multiple that number by .35 (we’ll be conservative) and you likely have about what turnover cost you last year.
This does not include what we like to call the ‘cost of lost opportunity’. This is what the existing employee may have done to improve your company since they know it better than the new employee. It may take the new hire several years to get to the same level of knowledge as the one you lost.
An organization can only be as good as its people. Having the right people in the right job is what sets one company apart from its competitors in the marketplace. In the book, Good to Great, Jim Collins says great companies have a knack of putting the right people on the bus and, then once on board, into the right seats. Do you?
This sounds easy but anyone in business knows that it is not. That is where we can help you by utilizing our expertise. A validation study of a convenience store chain that used our methods showed it had an 89.3% reduction in monthly turnover, saving from $42,417.50 to $92,686.25 per month! It went from 172% turnover to just 19% in 18 short months!
A large metropolitan hospital reduced it's critical nursing turnover from 65% to 15% in just 18 months using our methods.
What if you could save $10,000, $5,000, or just $1,000 a month? What would that mean to your organization? Remember, this money usually just falls to the bottom line since it was not actually captured anywhere on your profit and loss statement.
Understanding and Calculating the Cost of Turnover - To learn more about this author, visit John M. Beane's Website.
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Joe DagerJoe Dager is President of Business901, a progressive coaching company providing no-nonsense direction in areas such as Lean Six Sigma Marketing and organized referral marketing. What others say: In the past 20 years, Joe and I have collaborated on many difficult issues. Joe’s ability to combine his expertise with “out of the box” thinking is unsurpassed. He has always delivered quickly, cost effectively and with ingenuity. A brilliant mind that is always a pleasure to work with.” - James R. If you want to learn more about Business901, start a conversation with us. We can be found @ Web/Blog: Business901.com Web/Blog: FundingYourNonprofit.com LinkedIn Profile Follow me on Twitter - Visit Joe Dager's Website |
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Kim CastleWith nearly two decades in the advertising and design business, with clients like Domino's Pizza, General Motors, Direct TV, Pedigree, Wolfgang Puck, Higher Octave Music, Hollywood Celebrity Products, Disney, and Paramount, as well as thousands of entrepreneurs around the world define, structure, communicate, and position their business for greater profits, BrandU(R) co-creators Kim Castle and W. Vito Montone discovered that entrepreneurs could experience the same power that big brands command for a fraction of the cost with the world's only process-based results-drive Integral approach to business creation. BrandU(R) is helping entrepreneurs grow with the power of extreme clarity from idea...to brand...to market(TM) and helping one million entrepreneurs become successful and whole so that they can make a difference in the world. Are you one of them? If you want to experience clarity all the way to the bank(TM), get started now at http://www.brandu.com. - Visit Kim Castle's Website |
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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Stephanie RobeyStephanie Robey is President and CoFounder of Pivot Positive, LLC - an Internet marketing business focused on helping people start work at home ventures. Previously, she was employed at The Search Agency with over 20 years experience in graphic design and 10 years experience in online marketing. She was responsible for launching the Conversion Path Optimization (CPO) unit where she and her team have conducted hundreds of optimization tests for online companies across multiple verticals. She is a successful entrepreneur having started and sold 2 companies and remains on the board of directors of the third, PhotoSpin.com Stephanie began her career in the direct marketing realm creating and producing direct mail for many of the major cable television companies and directly attributes her understanding of Internet marketing to those early offline experiences. Stephanie is a graduate of San Diego State University with a BFA in Graphic Arts and also holds an Executive MBA from the Graziadio School of Business and Management at Pepperdine University. Read Steph's Blog Meet Steph and Dave Sign up for our Free 7-Day BootCamp: Self Employed & Rich - Visit Stephanie Robey's Website |
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