How can we prevent early turnover in the manufacturing industry? Structural analysis of the causes and systematization of retention.
The limitations of relying on individual qualities and on-site training! Improving the "onboarding process" to prevent cost losses and quality declines, and to alleviate the anxieties of new employees.
"Early turnover," where newly hired personnel leave shortly after being hired, is a serious management issue that not only results in the loss of recruitment costs but also leads to decreased productivity on-site and a deterioration of the company's image. This is particularly critical in the manufacturing industry, where frequent personnel changes directly correlate with "declines in work quality," "increased risks of workplace accidents," and "disruptions in the transfer of skills from experienced workers," making it a significant risk that cannot be ignored. Our company views the causes of early turnover not as a lack of individual resilience but as a "structural misalignment" that arises between the company and new employees. We support the creation of a retention system that does not rely on individual personalities. **Six Incompatible Causes of Early Turnover:** - Conditions and Treatment: Gaps between the expected working environment and wages before joining and the reality. - Relationships and Environment: Feelings of isolation due to a lack of someone to consult, mental and physical pressure. - Work and Future Prospects: Mismatches with suitability and concerns about the company's growth potential. We will establish a reception system that does not leave it to the on-site playing managers, achieving "employee retention," which becomes a competitive advantage for the company. *For more details, please download the catalog or feel free to contact us.*
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This service can be utilized for improving "retention rates" and standardizing "new employee onboarding systems" in various fields, including manufacturing. 【Recommended for companies facing the following challenges】 ■ Continuous "super early turnover" within the first year of employment, making it difficult to recover recruitment and training costs. ■ Variability in teaching methods and follow-up frequency depending on the instructor, leading to a reliance on individual expertise for training. ■ Veteran employees are overwhelmed with training every time a new hire leaves, hindering improvements in the production line. ■ A desire to resolve the decrease in job seekers and recruitment difficulties caused by the reputation of being a "company where people do not stay." 【Specific usage scenarios】 Initially, it can be used for "current issue organization and free consultation" at the stage of "not knowing where to start reviewing." Additionally, it can be utilized to create checklists that clarify the steps for job acquisition after joining, implement operation sheets for regular meetings, and design processes for creating an environment where new employees are not neglected, tailored to the specific challenges of the customer.
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