2019 Sustainability report 1
SUSTAINABILITY REPORT 2019 STAFF TURNOVER ACTIONS
TO ACHIEVE THE IDEAL STAFF TURNOVER How should we identify the persons that we cannot afford to lose long before they even begin looking for another job? How are we to reduce the outflow of spearhead- and key competence, whilst we increase the inflow of the equivalence? The turnover of High achieving personnel is the value that really matters, that is to say the number of personnel that leaves us that are high achievers or holders of key- or spearhead competence. We believe that the best way of doing this is by continuously interviewing our staff alongside having motivational conversations where we can find out what it is that our employees finds stimulating with their job. By doing so we can divide the work thus eliminating frustration. During 2019 we launched PUP-conversations; so, called Personal development plans (translated), where we make demands on managers to create a personal follow up plan for every coworker. It has proved to be difficult to control if this is actually implemented in reality, and the outcomes of it. Unfortunately, we have indications that there is workplaces where it has not been fully carried out. To find out if our employees is satisfied and dedicated in working for our company is crucial for the improvement, maintenance and development of customer satisfaction and productivity and to reduce the staff turnover. Therefore, we have looked into a digital performance management solution where it is possible to control and document target aimed conversations and feedback, as well as connecting individual coworker goals to the company’s general goals that is set to be implemented in 2020. In 2019 the company has been making continuous follow ups on the staff turnover and worked with getting management to own up to the question about reduced staff turnover. Efforts have been made under the year to reduce the staff turnover and the company is basing its work on the following motivational factors for “A good workplace”, on the basis of what constitutes a good workplace and from our core values: RELIABILITY: • Do we have the proper competence and resources? • Does the actions of the organization reflect the stated goals, visions and values that the company have? • Does the employees have the resources, support and feedback that they need to be successful in their work? • Is rewards and acknowledgements marketable as well as equally and fairly distributed amongst the organization? AVAILABILITY: • Are there two-way conversations between coworkers and management? • Do all levels of management fraternize and talk to all levels of the employees? • Do the coworkers have returning coworker- and motivational dialogues with their managers? • Does the managers take into account the suggestions that the employees voice? • Do coworkers get praise for a job well done? TRUSTWORTHINESS: • Do the employees find that they can be themselves? • Is the company an easy going and welcoming place? • Is there a strong kinship between the coworkers? • Do we rate subjects such as health and well-being highly? • Is there a healthy relationship between work hours and spare time that allows the employees to succeed in both areas within the company? 37 ANALYSIS What is to be viewed as a normal staff turnover varies, but at Hedin Bil we think that a level of 12% employees that choose to leave the company is an ideal goal, which makes our company unique. During the last years we’ve had a much to high falling-off of personnel that we’d have wished to keep, but actions during 2018 and 2019 has proven effective. Our analysis and conclusion is that we throughout all of the organization have a workforce that is changed to often which is negative for the organization. To recruit and train replacements is time consuming and it is regrettable that we are losing competence. We want to keep the staff turnover at a minimum partly because of the profitability but also to reduce the loss of competence. If too many choose to leave our company, we will risk the loss of invested competence and thus also risk a decline in quality and customer satisfaction. During the last couple of years there has been a high competition about the workforce, at the same time there is a shortage of competence within the industry. This is one of the reasons behind our challenges with staff turnover. TARGETS A realistic goal for the close future is that our staff turnover should be no more than 12%. WE WANT TO KNOW WHY OUR COWORKERS QUIT During 2019 we kept carrying out exit interviews on vulnerable workplaces as well as anonymous exit surveys to everyone that chose to resign. We wanted to get databased evidence as of why we had such a high staff turnover. Some of the reoccurring answers stated that stress and poor management was strong factors. The results show that there is a tough competition on the work market as of now, and that we as a company and representatives of the employer must do all in our power for our staff. The surveys show that we have challenges in straining work and management that fail to give their employees the introduction, follow up and approval that is needed. The survey also suggests that actions are needed to market our incentive program and to make curtain individuals aware of their possibility to affect their own salary and working conditions. We also need to improve in our marketing of the advantages of working with us, that there are many unknown perks, such as insurances, possibilities to pension savings, educations and positive effects when at parental leave. The results also shows that many of the resignations is also very satisfied, but choose to quit because of other reasons, such as moving, better career opportunities or the search of something else. We also get pleasant notes about good colleagues and management as well as familiar atmosphere, and some experience that the great expansion journey that the company has been seeing has been a great ride. 2019 Staff turnover 25,60% 2018 24,33% 2017 29,52%