How often do people leave where you work?

[BryanC]

Brilliant OP
I've retired from an architects office and saw a high degree of loyalty and much unpaid overtime but suddenly somebody cracks and makes a break for it. We used to refer to tom, dick and harry tunnels in the great escape.
I didn't think it was the money but more often when somebody has been taken for granted for far too long.
Seen some great guys and gals go and they were not easily replaced.

[Mobile Chicane]

At my current contract, very few.

Because no-one else would employ them.

[DUMBO100]

I used to work for a large newspaper group and everyone that I worked with was made redundant or left. Very soon after, I left too.

[Snollygoster]

Previous employer had an attrition rate of about 25%.

My new employer has one of about 2%. Considering they employe over 100,000 people, that's a very good going. Supposedly retirement makes up a big chunk of that as well. 40% of the work force have been there 10+ years. Saying all of that, the remuneration package is very good.

Why more companies don't adopt that style is beyond me. Happy people = successful business.

[nightwalker]

Since the companies founding directors stepped down and handed over the reigns to an obnoxious, arrogant twunt quite a lot and I mean long termers too, I finally had enough 2 months ago and have set out on my own again, so far it's the best move I've made.

[Pit Pony]

One word is the reason.

Increment

When increments, were a common thing, you could start a graduate job at £10K (1988) and within 10 years you'd be on £18K plus all the increments went up every year with an inflation rise.

This was how it was before I started at Lucas Industries (RIP) Plc in 1989. When I arrived I found that any pay rise for anyone that started with me, and later, would have to be fought for. To get any decent rise, even an inflation rise, you had to be a glory hunting blue eyed boy or girl. Now, engineers just want to plod and learn and do interesting things and often don't have the focus to st on everyone around them, in order to move salary up, and those that do have the ambition, end up being promoted into jobs they are not really ready for.

So then you realise that if you job hop, it's easier than trying to get your boss to pay you more. By more I mean enough to pay the mortgage (that went up again) whilst planning to have kids, and loose 5/12th of your joint income.

I actually got in a job role where I was involved in salary setting for about 25 people, and the 1st question was "do we think that if we fail to give this person a rise, they might leave?" not "does this person deserve more?" not "Would replacing this person cause us a lot of hassle", not "have you ever wondered why this person has a second job"

So now culture has it that you don't stay long, you carefully structure your CV so you are ready, and constantly looking for the next move.

The second word is Managementity. When you meet a decent manager, you'll stay, when you work for a bullying fkwitt bh from hell, your'll leave.

[John D.]

That's a funny word

[Spiffing]

A real high turnover for small company of 6. I have been there 18mths 7 people have left in various roles. Before a smart arse comment about it being me, this was the same before I started. I handed in my notice only to be talked out of it by a chap who left a month later, also a colleague handed his in but I was,able to secure him a better deal to keep him.

[Pit Pony]

John D. said:

That's a funny word

Which one ? Increment

or

Manageitidy ?

As is in It's Management Stupidity, to think that removing the incremental pay structures won't impact staff turnover.

[TheAngryDog]

Where I work had 2 or 3 leave in the last 4 months, but we seem quite stable now (team of 6).

The theory goes that some people will work in a company for 2 years and leave, others will stay longer. Staff turnover isnt always a bad thing.

I spent 10 years and 8 months at my last job. 3 and a half years at the one before that and around 15 months before that. Coming up to 2 years with my current employer soon.

[JakeThePeg]

My old job there was none in the time I was there. 1 promotion, meaning 1 new starter.

Current one. Been here 6 months, 1 already left, and 1 is leaving (team of 12)

Current role has great manager, decent pay, decent overtime and the ability to really progress up the ladder.

But can see why people leave aswell.

[extraT]

In one firm I worked for, within the first few hours of me being there on my first day, I clocked how many people had entered in notes on the CRM. It must have been close to 100; to give you more scale, the firm had 7 people at the time I started. The CEO was a batstmentalist. I lasted 5 months before I quit.

[Ray Luxury-Yacht]

I'm a Student Paramedic at the moment, with about 10 months left until I graduate, and they 'let me out of the cage' for real...

It's not TOO bad in my Trust at the moment - however the attrition rate of people leaving is still outweighing the number of new incumbents like me. I attended a training day today, and found out that two out of my local team of 20 had left just last month. One to be a full-time Mum, which is fair enough - but another to go and work on the railways???!!!

However some Trusts have a serious problem on their hands - for example, 238 people left one particular service in 2013–14. (But only 80 left in 2011–2012). That’s an extraordinary increase isn't it? Thirty Paramedics left in May 2014 alone!

This used to be a stable, secure job for life for many people - however now it is one of the fastest turn-over jobs for staff imaginable. There are many reasons cited - most people I have spoken to, describe poor 'frontline staff to management' communication and relationships, and a hugely increased workload - which includes regularly missed breaks (in 12-hour shifts) and late finishes as being the norm, rather than the exception. Also, another new initiative sees us all sent out to 'stand-by' points now whenever we are waiting for a job.

So instead of waiting in our dedicated station, with somewhere comfortable to sit and some tea-making facilites and toilets, we are now sent off to a point that is only usually a mile or two away from the station - but often a layby or a side road in the middle of nowhere. I actually don't mind it TOO much - but I can see how our female staff feel scared and nervous sitting in a layby at 3am, on their own, in the dark for hours on end. And with no toilet facilities. Madness, especially at night. The silly thing is that, when a job DOES come through, it would not have been any quicker to get to if we'd started from our base station, rather than one of these lonely standby points...

Worst of all, is the amount of ridiculous time-wasting calls that we attend. Our Call-taking and control centres, despite a recent change in software algorhythms, still send us flying out to hundreds of people who have phoned for an Ambulance, with symptoms that are far from life-threatening.

I have lost count of the amount of pointless calls I have attended at a high road-speed, on blues and twos...only to arrive and find yet another case of 'abdo pain' (a stomach ache) or some rubbish like that. Exacerbated upon asking a question like 'have you taken any painkillers for this...' and getting the lame answer of 'ohhhh, noo, I didn't think of that....'

So yeah. To answer the OP's question.........very regularly, lol!!!

[Sheepshanks]

Blimey - some of the ratios on here are a real eye opener!

We've grown from 5 to 35 people in 7 years and only had 2 leave to other jobs (2nd one was last month). We've managed a couple of people out too. But seems tiny compared to many others.

[Pit Pony]

Basically, you are sitting doing a job that you know doesn't quite pay all the bills, but you like the job.

It only takes one stupid manager to piss you off one day, for you to log onto Job Site, and within minutes realise that you could be earning 30% more, without a promotion as such if you are prepared to jump.

It's very "easy" to keep good staff. Pay them well, and provide them with managers and leaders that they look up to, that make them feel valued, that makes coming to work feel like something worthwhile.

Some 20 years ago I was working for the prince of darkness, and we had a joint project to make a diesel solenoid at a rate of 1 every 6 seconds, with Lucas CAV from Blois in the Loire Valley. I spent some time with a quality engineer, who declared that there was no way to get promoted without a death, because pay was 25% higher than in the surrounding areas, so unless you wanted to move 100 kms there was nothing out there for you. Engineering turnover was 1% a year not including retirements and deaths.

[ChasW]

In my last business we found that being open on these matters was the best approach. With a total workforce of 65 on one site attrition largely correlated with the state of the economy so very low during tough periods and 10%+ when the jobs market picked up. It was typically the younger more ambitious people that moved on. We managed to stem this by having clearer career paths and investing in personal development. The latter was largely self-funded through reduced recruitment costs. On pay we made it clear that salaries were the largest cost to the business and what was affordable, in terms of increases, in any given year. Sometimes this meant blunt conversations at "all staff" meetings explaining that rises could only be funded by headcount reductions. Conversely when the business did well people got rises and bonuses. After a while people understood that the business had to be able to afford pay rises for life whereas a bonus was paid from money we had already earned and therefore not a future risk. Over time people also began to realise that contributing to the commercial well-being of the business had an impact on their fortunes and that it was not just down to sales to make sure enough money was coming in.

[Jasandjules]

When I was in banking it was a pretty high turnover, if not the bank then departments.

Now I'm self employed however.....

[enemi]

Since I've joined in Jan 2014.
14 people have left.
This is an office of around 28.

Almost 1 person leaves every other week.

Although they are constantly hiring...

So I would say - pretty high turnover.

[Sir Fergie]

Ray Luxury-Yacht said:

I'm a Student Paramedic at the moment, with about 10 months left until I graduate, and they 'let me out of the cage' for real...

It's not TOO bad in my Trust at the moment - however the attrition rate of people leaving is still outweighing the number of new incumbents like me. I attended a training day today, and found out that two out of my local team of 20 had left just last month. One to be a full-time Mum, which is fair enough - but another to go and work on the railways???!!!

However some Trusts have a serious problem on their hands - for example, 238 people left one particular service in 2013–14. (But only 80 left in 2011–2012). That’s an extraordinary increase isn't it? Thirty Paramedics left in May 2014 alone!

This used to be a stable, secure job for life for many people - however now it is one of the fastest turn-over jobs for staff imaginable. There are many reasons cited - most people I have spoken to, describe poor 'frontline staff to management' communication and relationships, and a hugely increased workload - which includes regularly missed breaks (in 12-hour shifts) and late finishes as being the norm, rather than the exception. Also, another new initiative sees us all sent out to 'stand-by' points now whenever we are waiting for a job.

So instead of waiting in our dedicated station, with somewhere comfortable to sit and some tea-making facilites and toilets, we are now sent off to a point that is only usually a mile or two away from the station - but often a layby or a side road in the middle of nowhere. I actually don't mind it TOO much - but I can see how our female staff feel scared and nervous sitting in a layby at 3am, on their own, in the dark for hours on end. And with no toilet facilities. Madness, especially at night. The silly thing is that, when a job DOES come through, it would not have been any quicker to get to if we'd started from our base station, rather than one of these lonely standby points...

Worst of all, is the amount of ridiculous time-wasting calls that we attend. Our Call-taking and control centres, despite a recent change in software algorhythms, still send us flying out to hundreds of people who have phoned for an Ambulance, with symptoms that are far from life-threatening.

I have lost count of the amount of pointless calls I have attended at a high road-speed, on blues and twos...only to arrive and find yet another case of 'abdo pain' (a stomach ache) or some rubbish like that. Exacerbated upon asking a question like 'have you taken any painkillers for this...' and getting the lame answer of 'ohhhh, noo, I didn't think of that....'

So yeah. To answer the OP's question.........very regularly, lol!!!

fk - what kind of imbaciles of managers do the Ambulance service appear to employ that think that expecting staff to sit in a dark layby when they are nervous in the early hours of the morning is perfectly reasonable.

Surely there are potential locations where you can have standby locations where you at least have access to facilities should you need them, are well lit, and have some form of monitored CCTV - as in like a build up area.

I realise obviously that the whole dynamic deployment bks is at play where a computer is telling the control room where resources must go on standby.

But fk surely someone could actually make sure these locations are appropriate - and people ARE AND FEEL safe when on standby.

Edited by Sir Fergie on Wednesday 29th October 16:33

[JumboBeef]

Sir Fergie said:

Ray Luxury-Yacht said:

I'm a Student Paramedic at the moment, with about 10 months left until I graduate, and they 'let me out of the cage' for real...

It's not TOO bad in my Trust at the moment - however the attrition rate of people leaving is still outweighing the number of new incumbents like me. I attended a training day today, and found out that two out of my local team of 20 had left just last month. One to be a full-time Mum, which is fair enough - but another to go and work on the railways???!!!

However some Trusts have a serious problem on their hands - for example, 238 people left one particular service in 2013–14. (But only 80 left in 2011–2012). That’s an extraordinary increase isn't it? Thirty Paramedics left in May 2014 alone!

This used to be a stable, secure job for life for many people - however now it is one of those fastest turn-over jobs for staff imaginable. There are many reasons cited - most people I have spoken to, describe poor 'frontline staff to management' communication and relationships, and a hugely increased workload - which includes regularly missed breaks (in 12-hour shifts) and late finishes as being the norm, rather than the exception. Also, another new initiative sees us all sent out to 'stand-by' points now whenever we are waiting for a job.

So instead of waiting in our dedicated station, with somewhere comfortable to sit and some tea-making facilites and toilets, we are now sent off to a point that is only usually a mile or two away from the station - but often a layby or a side road in the middle of nowhere. I actually don't mind it TOO much - but I can see how our female staff feel scared and nervous sitting in a layby at 3am, on their own, in the dark for hours on end. And with no toilet facilities. Madness, especially at night. The silly thing is that, when a job DOES come through, it would not have been any quicker to get to if we'd started from our base station, rather than one of these lonely standby points...

Worst of all, is the amount of ridiculous time-wasting calls that we attend. Our Call-taking and control centres, despite a recent change in software algorhythms, still send us flying out to hundreds of people who have phoned for an Ambulance, with symptoms that are far from life-threatening.

I have lost count of the amount of pointless calls I have attended at a high road-speed, on blues and twos...only to arrive and find yet another case of 'abdo pain' (a stomach ache) or some rubbish like that. Exacerbated upon asking a question like 'have you taken any painkillers for this...' and getting the lame answer of 'ohhhh, noo, I didn't think of that....'

So yeah. To answer the OP's question.........very regularly, lol!!!

fk - what kind of imbaciles of managers do the Ambulance service appear to employ that think that expecting staff to sit in a dark layby when they are nervous in the early hours of the morning is perfectly reasonable.

Surely there are potential locations where you can have standby locations where you at least have access to facilities should you need them, are well lit, and have some form of monitored CCTV - as in like a build up area.

I realise obviously that the whole dynamic deployment bks is at play where a computer is telling the control room where resources must go on standby.

But fk surely someone could actually make sure these locations are appropriate - and people ARE AND FEEL safe when on standby.

Edited by Sir Fergie on Wednesday 29th October 16:33

Not all ambulance services are the same. We only do roadside standby during day shift. No way would we do it during night shift.