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- [[Japanese]]
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* Part Ⅲ Aligning human resources
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* [[Chapter 14 Hornblower factor]]
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* [[Chapter 15 Let's talk about leadership]]
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* [[Chapter 16 Hiring a Juggler]]
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* [[Chapter 17 Getting along with others]]
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* [[Chapter 18 The End of Childhood]]
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* [[Chapter 19 Fun to be here]]
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* [[Chapter 20 Human Assets]]
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## Chapter 19 It's fun to be here (pp.131-140)
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- Easy quiz (passes if **someone in the company** can answer)
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- Question 1: What has been your company's annual turnover rate over the last few years?
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- Question 2: On average, how much does it cost to replace someone who quits?
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- [^1] A survey of Bartol (1983)
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- Annual turnover rate: 33~80%
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- Average tenure: 15-36 months
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- Hidden costs of retirement
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- Employee retirement costs 20% of total labor costs for **visible part**
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- What happens in companies with high turnover
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- Employees tend to think short term
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- Promote top talent early to keep them from quitting
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- 85% of employees are in charge of management and 15% are in charge of operations, with a heady composition of personnel, and there is a tendency to place very light personnel at the bottom.
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- In a company with a low turnover rate, people only get promoted after 10 years of service
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→ Retirement has a serious invisible impact on the company in addition to visible costs
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- Reasons for leaving companies with an attrition rate of 30% or more
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>・Stool mentality: Colleagues do not create an atmosphere to continue this work for a long time
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・Premonition that they will be thrown away: Management only thinks of employees as parts that can be replaced (if the retirement rate rises, there will be no one who is indispensable)
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・Awareness that loyalty to the company is ridiculous: Who would be loyal to an organization that sees people as parts?
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- Adverse effects associated with company relocation
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- Normal business management: Managers control the professional lives of their employees
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- Company relocation: management even controls the personal lives of employees
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- Serious impact and stress on working couples
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- best organization
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- Consciously strive to be the best and create strong bonds
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- There is a pervasive **feeling that it is natural to keep working** because being the best is a long-term commitment.
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- A common feature of companies with the lowest turnover rate is that they have extensive lifelong education programs, and the companies provide the skills necessary for change.
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- Recognizes that reskilling fosters retention, resulting in lower turnover rates and a stronger sense of community
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[^1]: Bartol, 1983.: Bartol,K. "Turnover Among DP Personnel: A Casual Analysis." Communications of the ACM, vol.26, No.10(Octover 1983), pp.807-811 |
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