Employment and Value Proposition

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A.P. Moller - Maersk Group Retaining best talent The A.P. Moller - Maersk Group is experiencing an increase in employee turnover and relatively high turnover rate. In order to determine their turnover problem, we need to assess both the internal and external environment. First we must identity the “socio-demographic” of the voluntary turnover. In other words, running quantitative diagnostics on tracked HR data such as job category and job level to evaluate the types of employee and how many of each types are leaving the firm voluntarily such as senior managers, experienced hires, high performers or less successful performers. This will help the company to better target further analysis of the problem and tailoring retention programs accordingly. Following the initial diagnostic, exit surveys should be carried out to gain an understanding of the causes behind turnover and document turnover drivers such as job satisfaction, job expectations, leadership, relationships within the company, etc. Exit interviews should also be performed in particular with all “A” players and all or some successful players in order to gain the intrinsic causes. According to the article “Retaining Talent” by Allen et al., resurveying or interviewing the ex-employee six months after their departure will yield more honest answers as these individuals will have time to self-reflect. The above internal environment assessment will help identify turnover predictors and causeeffect relationships but companies should also evaluate their external environment. One way is to benchmark against industry turnover average for each business unit for Maersk Group as some unavoidable turnover effect will be reflected in this benchmark. Finally, re-assessment of the turnover problem through continuous re-evaluation of analytical tools and methods described is important due to the fast changing external environment and increased competition. Some potential causes of this recent increase in turnover are the...
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