One may have been doing it for years, the other is forced by the prevailing coronavirus. The fact remains that we will be working massively at home in the coming period. But what does that do to our productivity? Do we get more done because we can concentrate better at home than in the busy office garden? Or can't we withstand the distractions that lurk at home and walk away from them? We looked into it through scientific research, and put the positive and negative effects of working from home among each other.Read more "Are we getting more productive from working from home?"
Of the client-related healthcare professionals who leave their organisation, more than eighty percent want to (continue to) work in the sector in the future. This is shown by the first figures of the national outflow survey in cooperation with RegionPlus. As the main reason for choosing another job, they say they are ready for a new step. Almost three-quarters of the staff who left the company continue to work in the Care and Welfare sector.Read more "First results of outflow research: 4 out of 5 want to (continue to) work in the care sector in the future.
In addition to employee satisfaction employee engagement plays an important role in every organisation. Involved employees are up to 43% more productive. In addition, these employees are more loyal, which means they are less likely to leave the organisation and think further than the average employee. Thanks to employee engagement, the competitive edge of organisations can grow.
Last week, as a result of a Swedish experiment, this Article about the benefits of shorter working days. In the study, the Managing Director of Toyota Sweden explains that the experiment has led to "Less staff turnover and better recruitment & selection Possibilities". The bottom line is that people who work for about six hours a day are more productive and better able to "Work-Life" to find a balance.
employee turnover is detrimental to many organisations. Just the costs of finding a suitable replacement (recruitment, interviews, administration, etc.) often exceed a full year's salary. This is especially true when the original employee had scarce and non-transferable knowledge, competences, etc. In short: Understanding reasons for departure is important for almost all organizations.
Studies have shown that employee satisfaction plays an important role in the effectiveness of organisations. It has been known for some time that satisfied employees can also ensure more satisfied customers. Why does higher employee satisfaction also lead to higher customer satisfaction? And can this connection be quantified?
It was assumed that the combination between dissatisfaction with the work (employee satisfaction) and available alternatives leads to leaving an organization (Mobley, 1977). There are a number of points that have not been sufficiently addressed until then. An important argument is that most theories have not paid attention to mutual relations, social pressure and commitment.
This article focuses on knowledge-intensive organisations. In order to create a substantive consensus on knowledge-intensive organisations, a definition of the relevant terms has been formulated first. According to Sun (2010), an organization can be defined as a movement that creates and maintains a social entity to achieve a particular goal. This is a structured, coordinated and targeted social entity that has been established and maintained by people.
From now on, Graydon will be using the international Exit Analytics solution of Presearch. Exit Analytics automates the feedback process when an employee leaves and is now integrated in the Netherlands, Belgium and the United Kingdom.
What is the relationship between staff turnover and labour relations? And what can be done with this connection? In any case, the results show that the Satisfaction of labour relations explains the voluntariness of departures. The degree of voluntariness (voluntary vs. involuntary staff turnover) is mainly determined by the degree of guidance from the manager.