Description
Solution
SECTION 2
1.4 Data Analysis
To calculate the percentage turnover for each department, I used the formula:
Turnover Percentage= (Total Employees/Leavers) ×100
2020
- Administration: 4/22×100=18.2%
- Maintenance: 5/9×100=55.6%
- Marketing: 0/4×100=0%
- Production: 70/231×100=30.3%
- People Team: 1/6×100=16.7%
- Research & Design: 1/4×100=25%
- Sales: 19/42×100=45.2%
- Packing & Dispatch: 21/36×100=58.3%
- Finance: 2/5×100=40%
2021
- Administration: 8/20×100=40%
- Maintenance: 3/8×100=37.5%
- Marketing: 0/4×100=0%
- Production: 3/2198×100=16.2%
- People Team: 0/6×100=0%
- Research & Design: 0/3×100=0%
- Sales: 3/35×100=8.6%
- Packing & Despatch: 6/15×100=40%
- Finance: 0/4×100=0%
2022
- Administration: 9/20×100=45%
- Maintenance: 3/8×100=37.5%
- Marketing: 1/4×100=25%
- Production: 3/8178×100=21.3%
- People Team: 3/6×100=50%
- Research & Design: 0/4×100=0%
- Sales: 0/40×100=0%
- Packing & Despatch: 8/16×100=50%
- Finance: 0/4×100=0%
2023
- Administration: 2/18×100=11.1%
- Maintenance: 1/7×100=14.3%
- Marketing: 0/4×100=0%
- Production: 29/181×100=16%
- People Team: 2/5×100=40%
- Research & Design: 1/4×100=25%
- Sales: 2/45×100=4.4%
- Packing & Despatch: 3/15×100=20%
- Finance: 0/3×100=0%
To calculate the overall turnover rate for the entire organization each year, we sum the total number of leavers and total employees, then apply the turnover formula:
Overall Turnover Percentage= (Total Employees/Total Leavers) ×100
2020:
- Total employees = 359
- Total leavers = 123
- Turnover: 123359×100=34.3%
2021:
- Total employees = 285
- Total leavers = 52
- Turnover: 52285×100=18.2%
2022:
- Total employees = 275
- Total leavers = 62
- Turnover: 62275×100=22.5%
2023:
- Total employees = 282
- Total leavers = 40
- Turnover: 40282×100=14.2%
Data Presentation
- Bar Graph-The following is the Bar Graph presenting the year-wise Turnover percentages of each department (2020-2023). It has a graphical display of the turnover rates by department making it less time consuming to determine departments with high or little turnover in the previous years.
Please click the following icon to access this assessment in full
Related Papers
(Solution) Level 5 5CO02 Assessment ID / CIPD_5CO02_24_01
(Solution) CIPD Question 1: Components of Reward Strategy; Vertically align with organisation strategy and horizontal with other people practices within an organisation
(Solution) CIPS MER Practice role in Positive Contribution to Organisational Success
In summary, this report has focused on evaluating best practice in assisting a personnel with roles in procurement and supply to develop capability to achieve value-for money outcomes with the supply chain. Also, the entire personnel linked with procurement and supply impact on success of organisation through a series of initiatives. These include effective purchasing, inventory control, expenditure management and application of strategic procurement and supply techniques with category management and strategic sourcing. By using different tools and best practice in Ericsson organisation, these areas have been evaluated in-depth. The findings indicate on the need for PS&M professionals to continuously develop their capabilities to achieve value for money outcomes in their supply chain. This is while executing different functions for positive input to their organisation success.
There are gaps identified in the findings which can be filled through the following recommendations;
- It is unclear on how collaborative relationships is achieved in the supply chain since there are multiple stakeholders with varying interests. There is hence a need for embracing technology to enhance how the relationship with all stakeholders is pursued
- The global supply chain success is impacted by external events. This creates inefficiencies in the supply chain. These could be managed by putting in place appropriate systems for increasing value for money outcomes in times of uncertainties.
- Engagement of colleagues and other internal stakeholders for promoting organisation commitment to achievement of effective supply chain management is unclear. It is hence important to consistently improve the scope of engagement for improving consistency in value for money outcomes, fair-based practice and innovation embrace