Work description

The aim of the work is to identify the problem of staff turnover in the organization and find ways to reduce it.
Achieving this goal is impossible without solving a number of tasks:
- to reveal the theoretical foundations of the problem of staff turnover in the organization;
- give a general production and economic characteristics of CNS Krasnoyarsk LLC;
- to identify problems of staff turnover in CNS Krasnoyarsk LLC;
- find ways to reduce staff turnover at CNS Krasnoyarsk LLC and justify their effectiveness for the organization.

INTRODUCTION 3
1. THEORETICAL FOUNDATIONS OF THE PROBLEM OF STAFF TURNOVER IN THE ORGANIZATION 5
1.1. The concept of staff turnover and modern approaches to its assessment 5
1.2. Staff turnover factors in trade organizations 10
1.3. Management of staff turnover and methods of its reduction 12
2. ANALYSIS OF STAFF TURNOVER IN SNS KRASNOYARSK LLC 14

2.2. Analysis of the personnel potential of SNS Krasnoyarsk LLC 20
2.3. Diagnosis of staff turnover at CNS Krasnoyarsk LLC 23
3. WAYS TO REDUCE STAFF TURNOVER IN SNS KRASNOYARSK LLC 27
3.1. Program to reduce employee turnover in the organization 27
3.2. Resource provision of the proposed activities and their effectiveness 32
CONCLUSION 36
REFERENCES 39

Files: 1 file

Introduction 3

1. Theoretical foundations of the problem of staff turnover in the organization 5

1.1. The concept of staff turnover and modern approaches to its assessment 5

1.2. Staff turnover factors in trade organizations 10

1.3. Management of staff turnover and methods of its reduction 12

2. Analysis of staff turnover in SNS Krasnoyarsk LLC 14

2.1. General characteristics of the organization 14

2.2. Analysis of the personnel potential of SNS Krasnoyarsk LLC 20

2.3. Diagnosis of staff turnover at CNS Krasnoyarsk LLC 23

3. Ways to reduce staff turnover at SNS Krasnoyarsk LLC 27

3.1. Program to reduce employee turnover in the organization 27

3.2. Resource provision of the proposed activities and their effectiveness 32

Conclusion 36

List of used literature 39

APPENDIX………………………………………………………………….41

Introduction

In modern conditions of economic development, the personnel of the organization is the main resource of the company. Modern managers attach particular importance to personnel policy issues, because no matter how good the business idea is, the employees of the organization bring it to life. And only a well-chosen work team, a team of like-minded people are able to realize the serious tasks facing the company.

One of the important and complex management problems is to ensure stability in the functioning of enterprises and organizations. Today, the instability of economic development is directly manifested in the growth of staff turnover in organizations of all types and forms of ownership.

Turnover depends on many factors (the specifics of the business, the geographical location of the company, the stage of development of the company, the qualifications, education and age of the employee), so each company determines its ideal level of staff turnover.

In the Russian manufacturing sector, a turnover of about 10% is considered optimal. In a rapidly growing business, especially at the stage of mass hiring, the turnover rate can be just over 20%. In the restaurant and insurance business, 30% annual employee turnover is not a concern, and for some retail chains, even 80% turnover is considered normal.

In large cities with a large labor market, the average rates for all industries vary from 10% to 20%. And in a small provincial town, this figure can be as low as 5% only because in this area there are much fewer opportunities to find other work.

And yet, the rate of employee turnover depends not so much on any standards, but on the personnel strategy of the company. Practice shows that the main reason for dismissal is the dissatisfaction of employees with their position.

For many companies, high employee turnover is one of the most pressing problems. Therefore, it is important to learn how to manage staff turnover: identify its causes, keep statistics and take appropriate measures in time.

The object of the study is the personnel of CNS Krasnoyarsk LLC.

The subject of the study is the methods and means of reducing staff turnover in the organization.

The relevance of the research topic determined the purpose of the study.

The aim of the work is to identify the problem of staff turnover in the organization and find ways to reduce it.

Achieving this goal is impossible without solving a number of tasks:

To reveal the theoretical foundations of the problem of staff turnover in the organization;

Give a general production and economic characteristics of CNS Krasnoyarsk LLC;

To identify problems of staff turnover in CNS Krasnoyarsk LLC;

Find ways to reduce staff turnover at CNS Krasnoyarsk LLC and justify their effectiveness for the organization.

The research methods were the study and analysis of scientific literature on the presented problem, the study and generalization of the practice of staff turnover in trade organizations, the analysis of various parameters of the organization's activities, observation, survey, interviewing.

1. Theoretical foundations of the problem of staff turnover in the organization

1.1. The concept of staff turnover and modern approaches to its assessment

Personnel turnover in the theory of personnel management is understood as the movement of the workforce, due to the dissatisfaction of the employee with the workplace or the dissatisfaction of the organization with a particular employee.

When analyzing labor turnover, it is common to start with the concept of “personnel movement”. Under the movement of personnel of the enterprise understand the totality of all cases of admission to the enterprise of workers from outside and all cases of departure from the enterprise.

Fluidity and its impact on the activities of the organization L. Nikiforova proposes to consider in two aspects: quantitative and qualitative.

In the first case, it is necessary to distinguish between natural and increased levels of turnover: a natural level within 3-5% of the headcount and an increased one, which causes significant economic losses.

The natural level contributes to the renewal of production teams. This process takes place continuously and does not require any emergency measures on the part of personnel services and management. Some employees retire, some leave for various reasons, new employees take their place - every enterprise lives in this mode. As a result, there are opportunities for personnel changes and career growth for the remaining best employees, which is an additional incentive for them.

Another thing is when the fluidity significantly exceeds 3-5%. In this case, the costs become significant and increase with an increase in the outflow of personnel. Then the company suffers losses, which increase with an increase in the outflow of personnel.

First of all, these are lost profits and a drop in labor productivity. High turnover reduces the staffing of jobs by performers, distracts highly qualified specialists from work who are forced to help newcomers, worsens the moral and psychological climate in the team, which prevents the creation of a team, reduces the productivity of those who are going to leave.

The staff of the enterprise in terms of numerical composition, skill level is not a constant value, it changes all the time: some workers are fired, others are hired. Various indicators are used to analyze (reflect) changes in the number and composition of personnel.

O.P. Korobeinikov, D.V. Khavin and V.V. Nozdrin propose to use such as: the indicator of the average number of employees, the coefficients of admission, retirement, stability and staff turnover:

1. The indicator of the average number of employees () is determined by the formula:

where P 1, P 2, P 3 ... P 11, P 12 - the number of employees by months.

2. The recruitment rate (K p) is determined by the ratio of the number of employees hired by the enterprise for a certain period of time to the average number of personnel for the same period:

where P p - the number of employed workers, people; - average number of personnel, pers.

3. The attrition rate (K c) is determined by the ratio of the number of employees laid off for all reasons for a given period of time to the average number of employees for the same period:

K in = 100 (3)

where Р uv - the number of laid-off workers, people; - average number of personnel, pers.

4. The staff stability coefficient (K s) is recommended to be used when assessing the level of organization of production management both at the enterprise as a whole and in individual departments:

K s \u003d 1- + P n 100, K s \u003d 100 (4)

where - the number of employees who left the enterprise of their own free will and because of a violation of labor discipline for the reporting period, people; - the average number of employees at this enterprise in the period preceding the reporting period, people: P n - the number of newly hired employees for the reporting period, people.

5. The staff turnover rate (KT) is determined by dividing the number of employees of the enterprise (workshop, section), retired or dismissed for a given period of time, by the average number for the same period:

K T = 100 (5)

where P uv - the number of retired or dismissed workers, people; - average number of personnel, pers.

Forming the personnel potential of the company, it is necessary to choose a golden mean and strive to achieve a reasonable percentage of staff turnover.

In this case, the degree of validity is determined by:

Industry specifics;

Seasonality of production;

Competitiveness of the company in the labor market;

The territorial location of the company (for example, for companies in megacities, the turnover is higher than for companies located in small towns);

Individual characteristics of the company (management style, personnel policy, attitude to hiring and firing staff on the part of management).

When determining your normal level of turnover, you need to take into account many factors, analyze staff turnover statistics, focus on similar indicators of other companies in your market sector.

V. Svistunov and M. Tyuleneva talk about the following forms and types of staff turnover:

active,

Passive

intraorganizational,

External .

In the case when we are talking about the movement of the labor force, due to the dissatisfaction of the employee with the workplace (working conditions, the amount of compensatory remuneration, the content of the work), it is customary to speak of an active form of turnover.

The turnover that occurs as a result of the organization's dissatisfaction with the employee (non-compliance with labor discipline, unsatisfactory performance results) is usually referred to as a passive form of staff turnover in the organization. Thus, active and passive forms of turnover are distinguished by the reasons for the dismissal of the organization's personnel.

When assessing the staff turnover of an organization, it is customary to single out intra-organizational and external staff turnover.

Intraorganizational turnover is associated with labor movements of workers within the same organization.

External - characterized by the movement of personnel between various organizations, industries and sectors of the economy.

Staff turnover has both negative and constructive consequences. If we analyze the process of turnover in more detail, then it can be noted that the consequences of turnover depend both on its quantitative size and on the qualitative composition of the organization's employees who have left / laid off. The consequences of high turnover can be felt over the years in the form of demotivation of the remaining employees, their distrust of managers, and a decrease in labor productivity. Given this, it becomes clear that personnel release management is one of the most important functions of personnel management and requires coordinated action by the organization's management and the personnel management service. Naturally, the organization must take measures to bring the number of employees in line with its real needs, that is, to implement staff turnover management. To do this, it is necessary to investigate the factors that cause staff turnover.

1.2. Staff turnover factors in trade organizations

The current stage of development of the sphere of trade is determined by the growth in the number of wholesale and retail trade organizations, the increase in the share of people employed in this sector of the national economy. In the process of modern development of trade, most enterprises in this area have faced many problems, the key of which is high staff turnover. It is this reason that is an important means of diagnosing problems in the personnel policy of the organization.

Trade in recent years has received new impulses for its development, significantly expanding the scope of its activities. Instead of Soviet forms, such forms of customer service as kiosks and pavilions, wholesale and retail markets, supermarkets, distributors, etc. are becoming widespread. At the same time, the development of trade is often not associated with improving the quality of customer service, but is focused on increasing added value through marketing technologies. A serious problem is the low qualification of sales personnel, the slow transition to new standards of service.

The top three priorities of factors influencing the decision to dismiss salespeople are:

Shortcomings in material incentives, in real monetary rewards for individual achievements in the overall result;

Lack of career development, opportunities for self-realization of the employee;

Staff turnover has a negative impact on the work of the enterprise, does not allow the team to form, and hence the corporate spirit, which invariably entails a decrease in production indicators and work efficiency.

Staff turnover is the movement of the workforce due to the dissatisfaction of the employee with the workplace or the dissatisfaction of the organization with a particular employee.

Fluidity can be:

Intraorganizational - associated with labor movements within the organization;

· External - between organizations, industries and sectors of the economy.

Distinguish between natural and excessive staff turnover.

Staff turnover for the planned period (F) and average (F 1):

Staff turnover rate - the ratio of the number of dismissed employees of the enterprise who left for a given period for reasons of turnover (of their own free will, for absenteeism, for violation of safety regulations, unauthorized leaving, etc. for reasons not caused by production or national needs) to the average number for the same period.

Natural turnover (3-5% per year) contributes to the timely renewal of the team and does not require special measures from the management and personnel department.

Excessive turnover causes significant economic losses, and also creates organizational, personnel, technological, psychological difficulties.

Excessive staff turnover, according to Western psychological studies, has a negative impact on the morale of the remaining employees, on their labor motivation and devotion to the organization. With the departure of employees, the existing ties in the workforce fall apart, and turnover can become an avalanche. In recent years, cases of “leaving by departments” have often been observed at Russian enterprises, when existing work teams, due to the same motivation and existing contacts, prefer to move to another organization entirely.

In this way,

staff turnover affects the productivity of not only those employees who intend to leave, but also those who continue to work, that is, the life of the entire organization;

Fluidity makes it difficult to create an effectively working team, negatively affects the corporate culture of the organization.

Despite the severity of this problem in many organizations, "retention programs" are still rare.

Staff turnover always has a reason; it always tells a competent manager that there are some problems in the organization.

The reasons for employee turnover in the enterprise, affecting the unexpected or mass departure of employees, are as follows:

1. uncompetitive payment rates;

2. unfair pay structure;

3. unstable earnings;

4. long or inconvenient working hours;

5. poor working conditions;

6. arbitrary or unpleasant leadership;

7. problems with travel to the place of work;

8. lack of opportunities for promotion, training or advanced training, development of experience, career growth;

9. work in which there is no special need;

10. inefficient procedure for selection and evaluation of candidates;

12. changing image of the organization.

Table 1 - Dynamics of the number of personnel

The table shows that the number of personnel of the enterprise tends to increase, which allows us to judge that the enterprise is gradually growing, increasing the range of services provided and gaining new positions in this market of services provided.

1. staff turnover of the planning period, i.e. in the period from 2006 to 2009, using formula 1;

2. average annual staff turnover, using formula 2.

Average number of employees of the planned period

Based on the planned period, the number of dismissed employees of the enterprise is 8 people.

Then the staff turnover of the enterprise in the planned period will be:

F - staff turnover of the enterprise in the planning period.

Those. staff turnover in the enterprise is natural.

In order to consider in more detail the staff turnover of the enterprise, it is necessary to consider the average annual staff turnover.

Where F 1 is the average annual employee turnover of the enterprise.

Based on these indicators, it can be seen that the turnover of the personnel of the enterprise is natural, which indicates that the employees of the enterprise are satisfied with their work. And, therefore, at this enterprise there is the possibility of forming a corporate spirit of the organization. As the author said earlier, the only negative aspect is the lack of control over the adaptation of a newly hired employee.

(Number of employees continuing to work for the company during the billing period/number of employees at the start of the billing period)* 100

This indicator allows you to study the company's personnel separately from newcomers. Just like the turnover indicator, it can be used in the context of demographic data, functions, communities, company divisions.

You can use employee retention versus turnover to investigate the impact a new employee engagement program, merger process, or specific management decision has had on staff. Also, this metric allows you to separate the annual changes in turnover from the changes in the headcount caused by the growth of the company. Explosive growth means a high churn of newcomers, which will be reflected in the churn rate, but not reflected in the retention rate.

Intermediate Methods

I call these methods intermediate. they are not based on advanced measures and remain descriptive in nature. However, moving average methods and cohort analysis introduce a time variable into the study of turnover, which makes it possible to reveal this phenomenon even more qualitatively.

moving average method

The moving average gives a fascinating new meaning to the data. This is a basic smoothing technique that allows you to analyze a data set over time. The method is borrowed from the field of finance, where it is usually used to analyze stock performance.

The chart below shows raw daily returns (volatile and difficult to interpret), a 15-day moving average, and a 50-day moving average. On the basis of daily data, it is not possible to detect significant changes in price throughout the entire swing cycle, but when compared with the 50-day moving average, it becomes obvious that the stock price has risen. Table below (

If you try to evaluate the effectiveness of the work of the staff, then the most significant indicators will be the cost of wages and various payments, the time spent on personnel workflow and the turnover rate. Of these indicators, the last one is one of the most difficult to calculate and influence on it, there are many objective reasons for this.

Let's consider what the turnover rate is, what algorithms are used to calculate it, what factors can affect it.

Fluidity is not yet the antonym of stability

The epithet "fluid" is usually used to characterize liquid substances, it means the instability of the state, the tendency to its instantaneous change. With regard to personnel, the term " fluidity" also means a change in status in the range "dismissal - employment." Not only the frequency of changing this status is taken into account, but also the time during which the employee remains in the staff.

Under "staff turnover rate" (CTC) it is customary to understand the ratio of employees released from service during the reporting period to their average number for the same time indicator.

ATTENTION!“The turnover rate is a neutral indicator, but its growth is usually assessed as a negative factor, indicating the dissatisfaction of employees with any aspect of the life of the enterprise or the fact that employees are not satisfied with the management.

Does any layoff affect turnover?

Layoff in itself does not mean turnover. When the desired coefficient is calculated, only the reasons for dismissal are taken into account, which do not depend on industrial or state necessity. These include:

• own desire of the employee;
• absenteeism;
• leaving without permission;
• violation of discipline or safety;
• failure to pass the certification;
• working translation, etc.

The reasons for dismissal that do not count in determining turnover are:

• downsizing;
• staff reduction;
• reorganization;
• change of leadership and, as a result, personnel changes;
• retirement of employees.

Types of staff turnover

Depending on where exactly the personnel released from their positions are moving, there are different types of turnover:

• within the organization- employees change positions without leaving the firm or enterprise (by their own decision or initiated by management);
• external organizational- employees leave a particular enterprise or change it to another, sometimes even in a different production area.

If we take into account the various parameters for determining the fluidity, we can divide the fluidity into:

• absolute- the ratio of the number of all dismissed to the total composition of the enterprise for the selected period of time:
• relative- a more accurate indicator that allows you to calculate the turnover for each unit, within a certain age, gender, among employees with a particular length of service, on grounds for dismissal, etc.

In relation to the reason for leaving, turnover can be:

• active- the employee wants to leave or change jobs, as he is dissatisfied with some internal factors: salary, attitude, working conditions, etc.;
• passive- one or another employee does not suit the enterprise in terms of his labor or personal qualities.

Turnover in structural divisions

If employees from one department leave significantly more often than from others, this is an occasion to reconsider personnel policy and the attitude of management, and possibly other factors. In any case, it is necessary to find out the true reasons.

Turnover by seniority

Depending on exactly how long people worked before they quit, a variety of conclusions can be drawn:

• the first six months characterize the effectiveness of recruitment;
• the first year testifies to the existing mechanisms for the adaptation of employees;
• three years speak about the system of existing working relations, about the stability of the organization itself.

Fluidity depending on the reasons for leaving

The prevailing reasons for the dismissal of an employee from a position say a lot not only about the employee himself, but also about the order in the company. In the work book it may be “of one's own free will” or “by agreement of the parties”, but the true reason may well be different. It is better for management and personnel management to know the real factors that affect turnover than to hide behind soothing language. Only in this case it is possible to influence the state of affairs.

The formula for calculating the turnover rate

It is convenient to calculate the yield coefficient using the formula:

CPC \u003d (USZH + UIR) x 100 / MF,

where CPC– staff turnover rate;
USZh- the number of employees dismissed at their own request;
OIR- the number of dismissed workers at the initiative of the management (for absenteeism, on a criminal record, violation of discipline, etc.);
MF- the average number of employees for the reporting period.

Headcount - an independent indicator

The number of personnel on the lists for the reporting period reflects the dynamics of the composition of the workforce.

In order to determine it, you need to mark the number of employees on this date every month (usually this is done on the 1st of the month).

For example, for the year, the MF will be: (C1 + C2 + C3 ... + C12) / 12. Sometimes they consider pairs of months, adding up the indicators of each two months and dividing them by 2, taking the required number of pairs for the reporting amount: (C1 + C2) / 2 + (C3 + C4) / 2 + ...

Absolute and relative flow rates

Approximate limits have been established, within which turnover is considered normal - 3-5%, a relatively stable team has a CPC of 5-9%. An indicator of less than 3% indicates stagnation, figures of more than 50% indicate serious problems.

More precisely, you can determine the yield limits depending on specific indicators.

1. For workers of different levels, different indicators can be considered the norm:
   • for high-level managers - 0-2%;
   • ordinary managers - up to 10%;
   • ordinary employees - up to 30%;
   • unqualified personnel - up to 50%.
2. Limits vary greatly in different areas of work:
   • computer technologies - 8-10%;
   • production - 12-15%;
   • trade - up to 30%, etc.

IMPORTANT! CPC and MF are indicators that are the most informative when considered in dynamics.

Example of calculating the flow coefficient

In the massage parlor "Inspiration" in January 2015, 10 employees worked: an administrator, a cleaning lady and 8 masters. In February, two masters quit, and three new ones were hired in their place. In April, another master came. In May, a decision was made to hire a junior administrator, and in June, due to the expansion of activities, another cleaning lady was hired. In September, one master asked for a calculation, as he was moving to another city. Thus, during the year 3 people were fired, 5 were hired. Let's calculate the annual staff turnover rate for this salon.

First, we determine the average number of employees:

C1 (January)- 10 people;
C2 (February)– 10-2+3 = 11 people;
C3 (March)- 11 people;
С4 (April)- 12 people;
C5 (May)- 13 people;
C6 (June)- 14 people;
C7 (August)- 14 people;
C8 (September)- 13 people;
C9 - C12 (October-December)- 13 people.

MF \u003d (10 + 11 + 11 + 12 + 13 + 14 + 14 + 13 + 13x3): 12 \u003d 150: 12 \u003d 12.5.

CPC for the year: 3 x 100 / 12.5 = 24%. For enterprises of this level, this is quite a normal indicator.

Polushina Irina Sergeevna

Associate Professor of the Department of Economics and Organization of Production, Faculty of Economics, Vyatka State Agricultural Academy, Kirov, Russian Federation

Annotation: The article analyzes the staff turnover at an industrial enterprise based on a survey of its employees. The main causes of staff turnover and factors of job satisfaction at the enterprise are identified. The losses of the financial resources of the enterprise with an increase in staff turnover are determined.

Keywords: industrial enterprise, staff turnover, losses

Analysis of employee turnover in industrial enterprises

Polushina Irina Sergeevna

Associate Professor of the Agricultural Department of Economics and organization of production Vyatka State Academy Kirov, Russian Federation

Abstract: The article analyzes the turnover on an industrial enterprise on the basis of a survey of its employees. The basic causes of turnover and factors of job satisfaction in the company. Determine the losses of financial resources of the enterprise with an increase in turnover.

Keywords: industrial enterprise, staff turnover, loss

One of the decisive factors for the success of a manufacturing enterprise is the increase in the efficiency of the use of human capital, since it is the personnel that becomes the most expensive factor in production. At the same time, its high quality largely ensures the competitiveness of the enterprise due to higher labor productivity and higher quality of products, as well as due to the greater flexibility of the enterprise in a changing external environment.

The stability of the production team implies long-term joint work of its members. In stable labor collectives, stable intra-production relations arise, highly qualified personnel are formed, which ensures the efficient operation of the enterprise itself.

Analysis of staff turnover at the enterprise allows managers to develop an effective system of motivation and incentives. Material incentives in the form of remuneration require considerable expenses from the organization, therefore, when forming a system of material remuneration, it is necessary to make the costs incurred by the organization dependent on the benefits of increasing the productivity of personnel.

LLC "Nolinsk confectionery factory", established by reorganization of OJSC "Nolinsk food processing plant", today is an industrial enterprise that produces a wide range of flour and sugar confectionery products. The enterprise provides confectionery products to the population of the Nolinsky district of the Kirov region, and also exports products outside of it, including to the regional center, as well as to the Republic of Komi and the Perm Territory.

At present, Nolinskaya Confectionery Factory LLC is a modern, dynamically developing enterprise. Technologies developed at the factory, combined with traditional recipes, allow us to produce products that meet the strictest requirements of state standards in terms of quality.

The main share in sales volumes in 2014 is occupied by the sale of flour confectionery products (63%). Revenue from sales of products of Nolinskaya Confectionery Factory LLC in 2014 compared to 2012. increased mainly due to an increase in revenue from the sale of sugar confectionery products - 3.5 times, and bakery products - 2.3 times.

The average headcount has decreased over the past 3 years by 23%, mainly due to a decrease in the number of workers (table 1). The company implements a policy of redundant personnel release, due to the rationalization of production, increasing labor productivity, and the use of new technologies. The number of managers, specialists and employees remained unchanged. The increase in sales contributed to the growth of output and labor productivity by 41%, which made it possible to increase the level of the average monthly wage by 14%.

Table 1 - Composition and structure of personnel

							2014 by 2012
Average number of employees, total
including:
leaders
specialists
employees

Labor productivity is influenced by various socio-economic factors - wages, motivation and incentives, cohesion, conditions and organization of work, the content of labor activity, social security, and the stability of the organization itself.

The analysis showed that unfavorable working conditions, causing an increase in energy costs and body resistance to external influences, form a negative attitude towards work. An increased degree of harmfulness increases the physical and nervous tension of the worker, and, accordingly, the working capacity decreases. A decrease in the overall resistance of the body leads to the development of both occupational and general diseases.

The opportunity for qualification and professional growth by the workers of Nolinskaya Confectionery Factory LLC is not fully used, the majority simply do not see their prospects, but for the purpose of optimal rotation (in case of production necessity), experienced workers have skills in related to the main specialties.

During the analyzed period, the staff turnover rate has a high value and tends to grow (Table 2).

Table 2 - Indicators of the movement of personnel of the enterprise

To develop an effective personnel management system, the reasons for employee turnover and their job satisfaction were determined based on a survey.

The results of the study showed that 71% of the surveyed employees believe that at the enterprise "every man for himself", 22% of the respondents noted that there is a business atmosphere in the team (Figure 1).

60% of the surveyed employees would leave the enterprise if they were offered another job, and only 30% of the employees are completely satisfied with their work.

Figure 1 - Evaluation of the atmosphere at the enterprise by employees
LLC Nolinskaya Confectionery Factory, %

According to the study, the greatest concern among employees is caused by such aspects as the level of wages and relationships in the team. When answering the question about moral incentives at the enterprise, employees generally answered that they were not satisfied with this type of incentive, since they did not feel it.

Employees consider the most important aspects of work at the enterprise to be: a high level of wages, favorable working conditions, a friendly team, and a benevolent attitude of managers towards subordinates.

Thus, to a greater extent, according to the results of the survey, employees are not satisfied with the motivation system and the socio-psychological climate in the team of Nolinskaya Confectionery Factory LLC, which in turn leads to an increase in loss of working time and staff turnover.

The growth of staff turnover at the enterprise leads to additional costs of time and money for the selection, selection and adaptation of new personnel. With an average salary of employees of LLC Nolinskaya Confectionery Factory of 14,213 rubles per month, the cost of replacing one, according to calculations, will be 22,361.4 rubles. (table 3).

Table 3 - Calculation of cost savings by reducing staff turnover

Expenditures	Units	Indicators
Average salary per worker
Labor productivity 1 employee per month	thousand rubles/person
Decreased productivity in the period leading up to layoffs (20% over 2 weeks)
Interview time spent by interviewers (who ask about the reasons for dismissal) (half an hour at an hourly rate of 150 rubles)
and 1/2 hour of a specialist (salary per hour = 200 rubles)
Interview summary (specialist time for debriefing and discussion with management)
Documentation of dismissal 1 hour
Submitting an advertisement for hiring a new employee to the newspaper
Interview with candidates (4-5 people)
Making a personal file. Registration, entering into the payroll and other documents (2 hours by a specialist of Nolinskaya Confectionery Factory LLC)
Adaptation in a new place - 30% decrease in productivity within a month
TOTAL Cost of replacing one employee, total

Thus, reducing the rate of staff turnover with proper management will allow the company to save money.

Bibliography:

1. Golubkov, E.P. Analysis of staff turnover at the enterprise [text] / E.P. Golubkov // Marketing. - 2013. - No. 2. – P. 39–43.
2. Polushina, I.S. - 2015. - No. 04 (16) / [Electronic resource] - Access mode. – URL: http://site/16/2557/