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Turnover Management

B7

Manage employee exits and post-employment relations.

Improvement Planning

Practices-Outcomes-Metrics (POM)

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.