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Representative POMs are described for Turnover Management at each level of maturity.

1Initial

• Practice

  Rely on the best endeavours of available personnel.

• Practice

  Perform some informal employee retention activities.

  Outcome

  There are some successful employee retentions.

  Metric

  Churn rate of high-potential employees.

2Basic

• Practice

  Put in place a basic employee turnover management process in the IT function.

  Outcome

  Employee turnover begins to be proactively managed.

  Metrics

  • % IT employee attrition versus global organization attrition rates.
  • % long-term employees within the IT workforce.

• Practice

  Encourage line managers to retain well-performing and high-potential employees within the IT function.

  Outcome

  There is retention of the most important employees within IT.

  Metrics

  • Churn rate of high-potential employees (comparative to industry norms).
  • 6/12 month retention % for recently recruited employees.

3Intermediate

• Practices

  • Proactively manage employee turnover.
  • For example, encourage responsible line managers in IT and some other business units to have a set of offerings to reduce undesired attrition.

  Outcome

  Employee turnover is proactively and consistently managed.

  Metrics

  • Churn rate (comparative to industry norms).
  • % IT employee attrition versus global organization attrition rates.
  • % long-term employees within the IT workforce.

• Practice

  Establish a standardized process and capabilities to manage the retention of well-performing and high-potential employees in IT and some other business units.

  Outcomes

  • Responsible line managers have a set of fixed offerings, depending on career level, which can be used to retain employees.
  • There is increased likelihood of retaining well-performing and high-potential employees.

  Metrics

  • Amount spent per high-potential employee on retention management.
  • Churn rate of high-potential employees (comparative to industry norms).
  • 6/12 month retention % for recently recruited employees.

4Advanced

• Practice

  Establish an active exit management process organization-wide to ensure smooth employee turnover (e.g. consider work council approval, knowledge transfer, employee motivation, and accordance with the organization's culture).

  Outcome

  There is smooth employee turnover due to active exit management.

  Metrics

  • Churn rate (comparative to industry norms).
  • % IT employee attrition versus global organization attrition rates.
  • % long-term employees within the IT workforce.

• Practice

  Align criteria for well-performing and high-potential employee selection, as well as the number of well-performing and high-potential employees for each job family and career level, with the IT people strategy organization-wide.

  Outcomes

  • Retention management is aligned with the IT people strategy.
  • Well performing and high-potential employees are effectively retained.

  Metrics

  • Average over every job family and career level of actual high-potential employees divided by planned high-potential employees.
  • 6/12 month retention % for recently recruited employees.

5Optimized

• Practice

  Regularly revise and optimize the process for managing employee turnover, based on input from the business ecosystem.

  Outcome

  There is an effective turnover management process.

  Metric

  Frequency of reviews.

• Practice

  Conduct regular surveys to assess employee satisfaction and take action as needed.

  Outcome

  Transparency of the satisfaction of employees allows for appropriate retention measures to be taken in a timely manner.

  Metric

  Frequency of employee surveys.