This week, the influence of gender and the role of this variable within staff turnover central. What makes men staff turnover anders dan vrouwen en vice versa? En welke impact heeft deze tendens binnen personeelsverloop op het HR-beleid? Om met de deur in huis te vallen, de perceptie van de beweegredenen voor personeelsverloop verschillen significant (p = < .05). Hieronder is het overzicht met de top drie factoren, die significante voorspellers van staff turnover can be added.

Men	Women
1. Independence	1. Guidance and support
2. Development space	2. Leadership style
3. Information provision	3. Feeling of recognition and appreciation

Men

Men attach (....) More value to autonomy and responsibility than women.

As far as the motivations of men are concerned, we can observe that the Degree of autonomy plays a clearer role for men than for women. The data shows that men value independence and responsibility more than women. In fact, responsibility influences the overall career experience very significantly.

Furthermore, we see that the perception of the Use of capacities plays a strong role in male staff turnover. This applies in particular to higher educated employees. Related to this, the degree of development space Significant. In the case of voluntarily flowing men, the space for development and task widening is part of the overall experience while women are not.

The degree of Information provision also differs significantly. This includes, for example, feedback on an individual or departmental level. Evidently, men have a greater need for thorough and regular feedback. Perhaps this is also a clear signal that male employees want to be "seen" and "appreciated"?

Women

The sense of recognition and appreciation within the organisation is very strong in women.

Women appear to be the Guidance and support on the shop floor is important. Perhaps, compared to men, they want to feel that they can fall back on their manager. From this point of view, it is also possible to understand that the managerial style In the overall career experience of women.

Also the sense of recognition and appreciation within the organisation weighs heavily with women. They appear to find appreciation more important than men. Recognition, also in view of the use of capacities, seems to weigh at least equally in the balance.

What should the HR professional do?

First of all, it might be smart to take a moment to reflect on the distribution within the organization and specific departments. Then one could test what is currently the experience within these "decisive" and significant areas (see table above). For example, do men in a particular department find that they have insufficient responsibility? Then there is a demonstrable chance that male employees will be present. The opposite can also be argued. The perception of, for example, guidance and support among women leads to more involvement.

With this data, HR can, on the basis of "proof", actually (also financial) the risks mapping. In our opinion, this is the role that HR is still lacking and can, for example, give this data the opportunity to really get started with HR analytics. []

23th April 2014

Next week, the impact of working conditions on the perception of careers and staff turnover will be discussed.