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1、2009PharmaBUTurnoverAnalysis&Others2010.7.262009turnoverratewasthe2ndhighestinthepast 5yearsduetoM&A244FieldsalesshouldenhanceFLSM’sleadershiptoreducehighturnover,especiallyinEast1regionByDept.ByTeamByRegionTotalPharm.LeftEmployeesin2009:24459%newhireleftwithin1stserviceyear
2、ByServiceYearByPerformance(2008PPA)ByLevel-SalesByLevel-NonSalesM&Awasthetop1reasonforleavingin2009TopLeftReasonsTop1OrganizationMergeChange/AdjustmentonJobResponsibilitiesOrganizationStructureChangeTop2NegotiatedSign-Off/TerminationTerminated/Sign-offwithin/extraProbationTo
3、p3HighPressurefromtheCurrentPositionOverloadoftheSalesTargetManagementStyleofLineMgr.Top4ObviouslyPromotion&IncomeHigherCompensation&BenefitsObviouslyPromotionTop5PersonalReasonsHealthProblem,Marriage,BabyBirth,etc.RoleofStaffingHeadAlignwithcompanystrategy,establishrecruitm
4、entstrategyandimplementplanofmanpowerEndeavortoenhanceemployerbrandimageBeexpertonsearchfirmsofindustryandtalentmarketActasaHRcoordinatorinternallyamongdifferentHRfunctionsProvideconsultationonorganizationdesignfromHRperspectiveWorkasafeedbackwindowofcompany’sinternalandexte
5、rnalsituationSetupanefficiency,professional,reliableanddiversifiedstaffingteamMeasurementsofstaffingteamTimeefficiency:leadtime(industrylevel,positionlevel)Costefficiency:costperhiringonepersonNewhires’quality:?newhires’performance?newhires’turnoverrate(withinprobationand1st
6、serviceyear)Feedbackfromcustomer?external:differentlinemanagers’feedbackonrecruitment?internal:internalfeedbackfromotherHRfunctionsThanks!
