Retirement turnover ratio formula. The movement of labor in the enterprise. The labor resources are

Appointment. An online calculator is used to calculate labor movement indicators.

In labor statistics, two types of dismissal turnover are distinguished:

• Required turnover - the number of retired workers for reasons of industrial or national nature, associated with an increase or decrease in the volume of production work, conscription into the Army, admission to study.
• Excessive turnover - the number of employees who left for personal reasons. Excess turnover represents labor turnover.

Based on the absolute indicators according to the reporting data, the following coefficients are calculated:

• Acceptance turnover ratio= number of received for the period / average payroll number for this period
• Retirement turnover ratio= number of dropouts for the period / average number for this period
• Replacement rate= (number of hired - number of retired) / average payroll number of employees
• Flow rate= number of people who left for reasons of turnover - this is dismissal of their own free will, for absenteeism and other violations, by decision of the judiciary / number of staff at the end of the period
• Personnel retention rate= number of employees who worked for the entire reporting year / number at the end of the period

  Example. Known average data for the enterprise for 2002, people:
  Number of employees at the beginning of the year - 400;
  Hired - 80;
  Dismissed from work, total - 100;
  including at their own request, for absenteeism,
  for violation of labor discipline - 50.
  Define:
  1. average headcount workers;
  2. labor force index;
  3. an indicator of the total turnover of the labor force;
  4. turnover ratio for acceptance;
  5. Retirement turnover ratio
  6. labor turnover rate.

  Solution.
  1. absolute indicators of the turnover of employees.
  recruitment turnover - the number of persons enrolled in the period under review by the relevant order for the organization of work;
  n = 80
  dismissal turnover - the number of employees who left work in this organization, whose departure or transfer was formalized by order, as well as those who left due to death;
  Chu = 100
  the total turnover of the labor force is the sum of turnovers for admission and disposal.
  Cho = 80 + 100 = 180
  Required turnover - the number of retired workers for reasons of industrial or national nature, associated with an increase or decrease in the volume of production work, conscription into the Army, admission to study.
  Excessive turnover - the number of employees who left for personal reasons. Excess turnover represents labor turnover. In practice, it is customary to refer to staff turnover as dismissal of one's own free will, and dismissal at the initiative of the administration in case of violation of contractual obligations between the employee and the administration.
  Chi = 50
  Number of employees at the end of the period
  T 1 \u003d 400 + 80 - 100 \u003d 380
  Average number of employees
  T \u003d (T 0 + T 1) / 2 \u003d (400 + 380) / 2 \u003d 390
  2. the turnover ratio for admission is equal to the ratio of the number of employees hired during the reporting period to the average number of employees
  Kp = 80/390 = 0.205
  3. Retirement turnover ratio
  dismissal turnover ratio - represents the ratio of the number of dismissed during the reporting period to the average number of employees
  Ku = 100/390 = 0.256
  4. flow rate
  turnover rate - the ratio of the number of retired employees of their own free will and dismissed for violation of discipline to the average number of employees
  Kt = 50/390 = 0.128
  or
  Turnover rate = number of people who left for reasons of turnover - this is dismissal of their own free will, for absenteeism and other violations, by decision of the judiciary / number of staff at the end of the period
  Kt = 50/380 = 0.132
  5. replacement rate
  Replacement rate = number of hired workers / number of retired workers
  Kz = 80/100 = 0.8
  or
  Replacement rate \u003d (number of hired - number of retired) / average payroll number of employees
  Kz \u003d (80-100) / 390 \u003d -0.0513
  6. Stability factor
  Kst \u003d Number of employees who worked for the entire reporting period / number of employees at the end of the period
  Cst = 390/(390 + 80-100) = 0.949
  7. update scaling factor
  update scale factor = Number of employees admitted in the reporting period / number of employees at the end of the period
  km = 80/380 = 0.211

"Cadres decide everything" - the famous phrase of Stalin, uttered during his speech in 1935, remains relevant to this day. The proof of this is that sometimes a team of ten employees works more productively than a team of 30 people.

In addition to professional and personal qualities available personnel, an important role for the organization is played by such a factor as the movement of labor. Many have heard in their lives such terms as the turnover rate for admission or staff turnover, but not everyone knows the essence of these important words.

Why is it necessary to study the movement of personnel

Such a phenomenon as the movement of personnel is an integral part of any enterprise. It does not consist in the chaotic turnover of employees, as is often mistakenly thought, but on the contrary, it has an orderly and regular character.

Thus, the study of the movement of labor capital and the determination of its patterns allows for professional and effective personnel management. Having such data, the manager responsible for personnel management, or leading person can carry out work to improve the process of personnel movement within the framework of labor standards established by law, thereby increasing productivity at the enterprise.

For example, if in the course of the analysis, data were obtained that during the summer period the turnover rate for hiring employees increases, then you can take steps in advance necessary measures. One of these methods can be the early selection of applicants for the personnel reserve before the start of summer period. Thus, just one indicator, such as the turnover rate for admission, already makes it possible to improve the efficiency of personnel management, and the presence complete information and will only play a positive role for the management team.

Characteristics of personnel movement

The movement of labor in the enterprise can occur in connection with various reasons. Among them are:

• reaching working age;
• reaching retirement age;
• the need to serve in the army or its termination;
• changing of the living place;
• admission to educational institutions;
• change of type of activity;
• dissatisfaction of the employee with the existing conditions and others.

To analyze the movement of personnel in each organization, even the smallest, there are departments responsible for the appropriate accounting of applications and orders for admission, dismissal, and vacations. They also consolidate the necessary data, which are used in the future when calculating the indicators of labor movement.

Each indicator requires specific information data. For example, the hiring turnover ratio formula requires indicators such as the average number of employees on staff in one day and the number of new employees on staff for the selected period. For the layoff turnover ratio, you will need similar data with little change: instead of hired employees, laid-off employees are taken into account.

Indicators of the movement of human resources

The movement of personnel at the enterprise will help to analyze such coefficients as:

• recruitment turnover - shows the share of new employees to the average staff number;
• dismissal turnover - displays the percentage of dismissed to the average fixed number of personnel;
• the total turnover of the labor force - reflects the movement of personnel, including hiring and dismissal, to the average number of staff;
• staff turnover and others.

Each of the above indicators is calculated using a separate formula. Each of them is individually important in building a general picture of the movement of labor resources. Paying attention to only one or a few coefficients and ignoring the rest is an erroneous decision, since not only will it not allow full monitoring of the movement, but it will not make it possible to develop the most effective personnel management policy.

Acceptance turnover ratio

Each indicator is important in its own way and is a link in the whole system that characterizes the movement of the labor force. For example, the hiring turnover ratio reflects the ratio of the total number of hired employees for the period under review to the average headcount. The calculation has a fairly simple mechanism, it is enough to have two data indicators available.

The admission turnover ratio formula is the ratio of two indicators. It looks like this:

K pr \u003d H pr / H cf,

where: K pr - turnover ratio;

N pr - the total number of hired employees for the selected period;

H cf - the average number of frames.

If the resulting coefficient is multiplied by 100, then you can see by what percentage the composition of the staff has been updated due to the adoption of new employees within the period under review.

What is the average number

If the concept of the number of hired employees does not cause difficulties, then not everyone knows what the term "average headcount" is.

In simple terms, the average headcount shows how many people the staff employs on average per day. In this case, any consideration period is taken, it can be a month, a year, and even 2 days.

To calculate this value, you need to add total officially registered personnel for each day of the period under review and then divide the amount received by the total number of days. In this case, all days of the period are taken into account, even if they are holidays or weekends.

Other turnover ratios

In addition to the turnover ratio on admission, the turnover ratios on dismissal, or, in other words, on disposal, and the total turnover play an important role.

The layoff turnover ratio is similar to the hiring ratio, which takes into account the number of employees laid off instead of hired employees. There are two types of dismissal turnover:

• Required turnover - only personnel dismissed for reasons beyond their control (for example, conscription into the army) are considered.
• Excessive turnover - employees who left for other reasons of a personal nature are taken into account. This type is the basis of the employee turnover rate.

With the hiring and firing turnover figures available, you can calculate an additional value called "total turnover of the labor force." In the formula for its calculation, instead of the number of hired or dismissed employees, their total amount will be used, which will also be divided by the average number of staff.

About staff turnover

The calculation of all the above values ​​is necessary to solve various problems in the field of human resource management. One of the main problems is such a thing as staff turnover.

This indicator characterizes the movement of the labor force for various personal reasons, which, as a rule, are associated with dissatisfaction on the part of the employee or employer. Staff turnover is divided into 2 types:

• Natural - no more than 5%. It does not cause concern, because it contributes to the natural renewal of the state.
• Excessive - becomes the cause of economic losses in the company, and can also cause problems of a different nature, from organizational to production.

Thus, paying due attention to such a phenomenon as the movement of labor within the enterprise, conducting timely analysis, making the correct calculations of the necessary coefficients, it is possible to manage the available human resources with maximum efficiency and minimum losses.

What is the difference between a Soviet-style personnel officer and a human resource manager? The personnel officer is engaged in office work - hiring, dismissal, maternity leave, payment of salaries, etc., in the personnel department, oceans of papers. The HR manager deals with resource management. He collects reliable statistics, analyzes them, plans, calculates risks, and proposes changes. He is involved in business process management, in advanced companies he is called a business partner.

Frame Movement Ratios: The Big Four

The foundation modern management HR is statistics with coefficients calculation, charting, analysis and interpretation of changes in numbers by months, quarters, years. Acceptance turnover ratio is one of basic components personnel analysis. It is part of the "big four" coefficients that capture changes in the number and quality of personnel. These are the values:

1. Recruitment turnover ratio - the share of hired employees of the total number of employees in the organization as a percentage.
2. Turnover on dismissal - the share of dismissed employees from the total number.
3. Full turnover - the share of hired plus dismissed from the total number.
4. Personnel turnover (not to be confused with dismissal turnover) - the share of those dismissed for violations of discipline and at their own request from the total number of employees.

This family of indicators perfectly describes the most important process - the movement of the labor force: the change in the number of employees as a result of personnel movements (hirings, dismissals or transfers).

Big Four: clarifications and formulas

Personnel statistics are distinguished by a considerable number of nuances and small, but actually important details. For example, the average headcount for any period is calculated quite cumbersomely: it is the sum of the number of employees for each day of the period, divided by the number of these days. Compliance with this kind of arithmetic is necessary and justified: daily staff changes are much more intense than it might seem. This is not only hiring and dismissal, it is transfers, decrees, training, restructuring and much more - everything that makes the turnover of personnel a permanent process that needs to be monitored very carefully.

On admission:

Number of hired employees for the period / for the period × 100%

Rules for analyzing the turnover ratio for hiring employees

When analyzing any personnel statistics, it is necessary to observe the most important rules:

1. Analyze only (i.e. coefficients, no absolute numbers).
2. Consider indicators only in combination with others and never alone.
3. Consider indicators only in dynamics (as it was before) and in comparison with the statistics of other related departments or companies.

Calculating one figure according to the formula for the turnover coefficient for acceptance, entering it into the table and calming down on this is not our option. Who exactly joined the company? Pack of movers on new warehouse? Or managed to lure two TOPs to the department strategic planning who were hunted for six months? How many people were recruited, how many were released? Willingly or kicked out? How many valuable employees were not retained? And why do logisticians leave and come all the time?

17%: rejoice or tear your hair out?

For example, you are the new head of the company. The Human Resources Director proudly reported to you that your company's recruitment turnover rate was 17% in the last quarter. Do you rejoice or tear your hair on your head? In principle, both options are suitable, which one to choose?

First, demand the same coefficient, but upon dismissal. At the same time, the full turnover and staff turnover - the same big four - figures for the movement of personnel. Together with them, request the same indicators for the same quarter, but in the last and the year before last. With such data, one can speculate. By the way, if the HR director delayed the required figures or simply did not collect such statistics, fire her - this would be the right decision. The time of such personnel has passed. Now it's time to deal with 17% - is it a lot or a little?

High-flying HR: thinking and reasoning

Important! There is no standard rate of turnover for acceptance. It is possible to estimate the data at 17% only when analyzing the entire family of frame movement indicators. The only figure that you can focus on is the turnover of personnel (the proportion of those dismissed of their own free will and for violations of the average headcount). This is a very approximate and average figure of 5%. Fluidity or " nightmare HR” also depends on many factors and, above all, on who exactly quit. Leaders of a large caliber leave less often, most often - drivers, loaders, assistants, sellers. For such, the turnover rate can be 40%. Go:

1. Given:

Turnover on admission 17%, turnover on dismissal 3%, turnover 2%.

Diagnosis: this company is expanding, there is an intensive recruitment of new employees, some have been transferred to other positions (and this is natural in a growing company), practically no one is fired (also natural), even newcomers within probationary period who made a mistake with the choice of the company: the recruitment department works well, they select the right candidates for positions, everyone is happy. An excellent personnel picture that pleases the heart of an understanding leader.

2. Given:

Turnover on admission 17%, turnover on dismissal 32%, turnover 23%

Diagnosis: completely different situation. Apparently, the company is undergoing a difficult restructuring: staff reductions (gaining less people than fired), changing the structure of departments and subordination, changing positions and functional duties, appraisal of employees with demotion is likely (very high rate of dismissal turnover, higher than the hiring ratio). Not all employees are happy with such changes, people began to leave of their own accord - the turnover increased. More people leave than come. But such a movement is planned, no surprises. The personnel picture is similar to the change of ownership.

3. Given:

Turnover on admission 17%, turnover on dismissal 0%, turnover 26%.

Diagnosis: an alarming picture: a lot of people are leaving (for an average indicator from TOPs to movers, 26% is too much). No one is moved in positions, no one leaves to give birth or study. Newcomers are hired, but fewer people are lost. Is it headed for bankruptcy? Severe crisis? By the way, if the turnover rate for hiring workers was 26%, that is, the same as for layoffs, then the degree of anxiety would be lower: such employee turnovers are often observed in retail trade companies (classic turnover of salesmen).

Summary

The big four state movement indicators, along with other staffing ratios, is a fascinating matrix for anyone who loves and knows how to think. This is an excellent and objective material for making strategic decisions on human resources and business development. Knowledge and understanding of such indicators is a necessary and extremely relevant skill for any leader thinking about tomorrow.

The number of employees of individual enterprises and organizations is constantly changing over time. These changes occur as a result of hiring and dismissal from work. The process of changing the number of employees, leading to the redistribution of labor between individual enterprises, industries and regions, is called labor movement."

The movement of labor is always happening, and the reasons for such changes are manifold. Some of them are due to demographic reasons: entry into working age and retirement upon reaching retirement age. The changes taking place in the economy lead to intersectoral and spatial redistribution of workers, changes in the economic situation - to the reduction of jobs or the creation of new jobs. The constant movement is also due to the interests and needs of the workers themselves.

In a statistical study of the movement of labor, the total volume of movement is determined, as well as the factors that affect it. For this, absolute and relative indicators of labor turnover are established.

The absolute indicators are the acceptance turnover equal to total number hired for a certain period for all sources of income turnover on retirement, equal to the number of dismissed for the period for all reasons of dismissal.

When determining the turnover on admission, several groups of employees are distinguished according to the sources of their income:

1) in the direction of employment and employment services;

2) on the initiative of the enterprise (organization);

3) in the order of transfer from other enterprises and organizations;

4) after graduating from higher and secondary specialized educational institutions (including scholarship holders of the enterprises themselves).

The reasons for dismissal of employees are:

1) conscription into the army;

2) admission to an educational institution with a break from work;

3) transfer to other enterprises;

4) expiration of the lease agreement;

5) retirement (upon reaching retirement age, disability);

6) death of an employee;

7) downsizing;

8) voluntarily;

9) absenteeism and other violations of labor discipline.

Among the areas of disposal, one can single out the necessary turnover on disposal, which includes layoffs for physiological reasons and layoffs provided for by law.

Dismissals due to downsizing occur as a result of a decline or technical re-equipment of production, structural adjustment associated with the reduction and even liquidation of unprofitable industries. The number of layoffs for these reasons last years increased significantly and in 1995 amounted to about 1% of the total number of dismissed, including by industry: information and technical services - 21%; apparatus of governing bodies - 14%; science and scientific services - 11%; in industry - 9%.

Of interest excess turnover workforce, which includes dismissal at will and for violations of labor discipline. In contrast to the necessary turnover of the labor force, which practically does not depend on the enterprises and organizations themselves, and from the turnover on retirement for economic reasons, excessive turnover is largely the result of working conditions, wages and other reasons that do not suit the employee of this enterprise.

Due to the excessive turnover of the labor force, the efficiency of enterprises and organizations decreases, since significant funds are required to adapt new employees to a new workplace, the costs of maintaining the personnel services of enterprises increase, and there are losses associated with the costs of vocational training of retired employees.

The number of employees who permanently worked during the reporting period at this enterprise is determined as the difference between the payroll number of employees at the beginning of the period and the number of those who left their number during the period.

To assess the intensity of the movement of labor resources, relative indicators are also used:

acceptance rate.

disposal turnover ratio".

flow rate:

To assess the employment situation, you can use labor force replacement rate, defined as the ratio of the number of hired workers to the number of laid-off workers for the period or as the ratio between the turnover ratios for admission and disposal:

In the event that this coefficient is greater than 1, then there is not only a compensation for the loss of labor force due to dismissal, but also new jobs appear. If this indicator is less than 1, then this indicates that jobs are being cut, and if this is not about a separate enterprise or industry, but about the economy as a whole, then this situation leads to an increase in unemployment.

To analyze the degree of stability of labor collectives, one can use composition constancy factor".

Data on the movement of the labor force are developed by enterprises and organizations, by industries, territorial units and the economy as a whole.

For the Russian economy as a whole, the turnover ratio for admission was 19.9% ​​in 1997, and the turnover ratio for disposal was 24.3%. Among the sectors of the economy, the highest figures for both the admission and departure of workers are in construction: in 1994 they were respectively equal to 31.3% and 41.3%. industry in 1994. they account for 19.2% and 26.8%, respectively.

The labor force replacement rate for the economy as a whole and for all sectors of the sphere of material production less than one. Positive trends are observed in such sectors as lending, finance and insurance, the apparatus of government, housing and communal services and industrial types of consumer services, etc.

On the large enterprises With a large number employees for personnel management apply various techniques that are based on certain metrics.

One of the most common is the turnover and permanence of staff, which will be discussed in this article.

What it is?

The constancy coefficient is one of the indicators characterizing the state of personnel in the organization. He shows, how permanent is quantitative composition workers. Usually, one specific period is chosen during which movements (hirings and dismissals) occurred (or did not occur), and an analysis of the available quantitative indicators is carried out.

The coefficient shows what is the ratio of the number of employees who worked for the entire analyzed period to their total number at the current date (or the end of this period).

The flow rate is also important indicator to analyze the state of the organization's personnel in terms of the effectiveness of internal organizational policy. It shows how the concept of “turnover” refers to the described enterprise, that is, constant and frequent change workers .

In mathematical terms, it is calculated as the ratio of retired (dismissed, terminated cooperation with the company) employees to their average (average) number.

Why is it necessary to calculate them?

Employee turnover and retention rates should be regularly reviewed in any organization in order to correct mistakes when hiring new specialists.

After receiving unsatisfactory results, any responsible manager will think about why this is happening, why people do not like working in this company, they are not satisfied with their working conditions, wage or work schedule. All these questions can be answered after analyzing the indicators under consideration.

Formulas and calculation procedure

The persistence factor is calculated based on two values:

• Firstly, this is the number of people working in the organization who, for the entire period called the reporting period, performed their duties, that is, they worked. We will denote the entire period as H.
• The second indicator is the number of employees at the end of the analyzed period. We designate as H the end_of_period.

The formula will look like this:

K post \u003d H entire period / H end_period * 100%

The formula for calculating the yield factor will be as follows:

K turnover = H dropouts / H average * 100% , where:

• H retired - this is the number of retired employees from their positions. In this case, a certain period is taken into account.
• H average - this is the average value of frames.

The number of employees who left includes those dismissed due to a violation of discipline, as agreed by the parties, and so on. In small quantities, this "turnover of labor" is inevitable. But in any case, it is worth finding out exactly what reasons became the turning point for the emergence of an unfavorable state of affairs in the personnel of the enterprise.

The coefficients of permanence and turnover complement one another and at the same time are antipodes, as they represent two processes aimed at decreasing and increasing professionalism and comfort for employees of an organization.

Among the sources of the emergence of the labor force, as well as its disposal, it is customary to single out the following:

• Specialists hired at the initiative of the company's management.
• Persons who came in the direction of various employment agencies.
• Individuals who were distributed after graduation in educational institutions appropriate focus on the places of compulsory work practice (accepted on permits).
• Physiological. These are reasons of a vital, that is, physiological nature. For example, death, serious illness, reaching a certain retirement age.
• Reasons foreseen by laws and regulations. For example, it could be joining the army.

Calculation examples

Let's say that in a steel plant, the number of employees for the whole reporting annual period is 2550 people, that is, N the entire period = 2550. And the number of people who remained at work or took up duties is 1835 people, that is, N end_of_period = 1835.

• K post \u003d H entire period / H end_period \u003d 2550 / 1835 = 1,38 (138%).

If you also need to calculate the turnover rate, you need to know indicators such as the number of employees who left and the average estimated number of people employed in production or other activities in this enterprise. If we take the average N, equal to 2550 employees, and the N of the retired - 120 people, then the formula will take the following form:

• To turnover \u003d H retired / H average = 120/2550 \u003d 0.047 (4.7%).

For information on how to work with staff turnover, see the following video:

Analysis of results, standard values

Since the listed workforce is a reflection of the number of people officially employed in the enterprise at a certain fixed point in time, that is, the number of people "on the list", it is the basis of the staff turnover rate. Moreover, it is necessary to distinguish between the payroll and the average headcount. The average list is an indicator taken not for a specific number, but for a certain period of time (for example, for a month, a year).

The normative values ​​of all coefficients differ from their ideal values ​​and depend on the planned activity of the enterprise.

The constancy coefficient should tend to zero. This will indicate the normal state of affairs in the enterprise and progress in the management sphere. That is, the frames are chosen correctly.

As for the flow coefficient, it can also change its standard or considered normal value. It all depends on the nature of the enterprise and the situation in the market area that the company occupies or is trying to occupy:

• The normal turnover rate for senior managers is in the range from 0 to 2%, at the middle level - 8-10% , for line personnel - maximum 20%.
• Norm for production workers and sales personnel - 20-30% .
• For unskilled labor within 50%.

According to modern international studies, at an enterprise engaged in the IT industry, the turnover rate will be 8-10%, in production area– 10-15%, in the field of insurance and retail- 30%, and in the hotel and restaurant business it can reach 80%.