Here’s our own definition of staff turnover: is the amount of people who enter and graduate to the Organization over a period of time, usually expressed through an index. Human resources are without a doubt the main element of any organization, so that at all times you are exerting efforts aimed at its coordination, maintenance, improvement and development, which help efficiently achieve organizational goals, all this led primarily by the Department of RH. However, how to work about a workforce that constantly suffer from changes (UPS and downs)?, i.e. without labor stability and which suffers from a very high staff turnover rate. There is no doubt, in this context, all efforts that are carried out are being grown in infertile land, since the abovementioned conditions preclude the continuity of any program, system or philosophy that you want to deploy. Enterprise-wide should be expected a certain degree of staff turnover which is healthy for the Organization, but tends to be expensive and therefore employers are interested in maintaining it at a level low.
At the moment that are evident in job stability problems that affect daily exercise, it is essential to investigate the causes of these high levels. Usually are hidden behind a high labour turnover problems with leadership, motivation, job satisfaction, teamwork, among others. Staff turnover has various causes. We could first and foremost divide into causes of forced rotation (by death, retirement, permanent disability, sickness) and causes of voluntary rotation (by resignation of the worker, by dismissal for poor selection, for personal or family reasons for natural instability).3 It is important to distinguish both. In the specific case of our study, the company before initiating the investigation, was in the following situation: average workforce of 251 collaborators. An index of turnover around 100%, representing 1 low every 1.5 days, or in other words 20 kills every 30 days (i.e.
