Getting started with sustainable employability? Know the numbers

Getting started with sustainable employability? Know the numbers

In a healthy organisation, older and younger employees contribute together to achieving the organisation’s objectives. This calls for a sustainable personnel policy: ea policy that has an eyeft for vital, flexible, competent and motivated employees.

Do you, as an HRM employee, want to start working with sustainable employability? Then it is important that you are aware of a number of key figures of your organization. Much of this data is already available, but it is not at dust. For other information you have to make more effort. Eand it pays off. Because with these key figures, you can work very specifically on a sustainable personnel policy.

Seven measurable themes:

So the question is: do you know the numbers? We give you seven measurable themes.

1. What is your organization’s turnover rate?

How long do people stay with your organization? They usually go away quickly, so the knowledge flows away too? Or Do employees just ‘stick around’ for decades with the result that too little new knowledge comes in? Chances are that those flow percentages are available, because most P&O departments keep track of it. However, it’s been in my experience, hardly anything ever happens to those numbers. While that is very important. Specify the figures and – even more important – interpret them.

The throughput rate makes it clear what you need to invest in. On average, do employees leave after only two years? Then you might want to invest in Training, career opportunities and other conditions of employment. Sothat people stay longer and valuable knowledge is retained.

If people stay with your company for too long, then it might be a good idea to to build build in incentives in your personnel policy, so that people continue to learn and develop. A good example is Defence, where middle and senior management do not hold the same position for more than five years. What is the smart thing to do for your organization? That It also depends on the industry in which you operate. For example, staff turnover will be higher in the IT sector than in a manufacturing company.

2. What is the age trend in your organization?

Many organisations, especially in the public sector, are currently dealing with an ageing population. A higher average age of 48 to 50 years is common. Do you recognize this in your own organization? You’ll have a problem in 10 to 15 years. That may seem far away, but it is important to do something about it now. For example, by taking this into account when recruiting new staff. Ensure a good balance between younger and older employees, bringing in new knowledge and fresh enthusiasm and making use of the seniority of older employees. And are there people within your organization who are ‘serving their time’? Then you’ll have to direct do something about it. For example, by giving the staff the training ‘Sustainable employability .

For some organizations this problem more difficult to solve. Think especially of small organisationsthat cannot simply hire young staff in advance. But also dthese organisations have to pay attention to it. They can bFor example, working with a flexible group of young people, so that you can still acquire new knowledge.

3. What is the educational level of your organization? And what development opportunities are there?

Map out what level of education your employees have. And then see what opportunities they have to at develop within your organization. The latter depends on the type of organization. An MBO organisation (an organisation that thrives on professionals) must be able to develop upwards. In other words, employees must be able to progress to managerial positions, for example. But of course that’s not for everyone. Take a transportation company with drivers. Not all of them can become managers, of course. How do you make sure that they remain challenged and have the opportunity to develop? This involves both horizontal and vertical developments. To offer perspective and to bring new knowledge into the organisation. This creates room for innovation. Is it a high-tech knowledge organisation, such as a university? The challenge then is for people to develop in a broader sense, so that they learn to look beyond their own specialist field.

4. What is the absence rate?

The average level of absenteeism at all organisations in the currently fluctuates between 3 and 4 percent. How high is the absenteeism within your organization? And how about in the industry as a whole? Most HRM people know this. More interesting is the story behind these numbers. Is there a lot of short term or long term absence? And what are the possible causes of this? Discuss this with your superiors and find out what’s causing it. Also see what preventative measures you can take. Involve direct colleagues, because they often know the pitfalls and disease triggers in a team or organisation.

5. What are the failure risks?

The longer people the harder it is for them to return. And if a sick employee is unable to return to full work within two years, the WIA comes into effect. So sAre you ignoring a lot of long-term absenteeism within your organisation? Then carry out a risk inventory, investigating the risks of failure. How are the reintegration processes progressing in terms of time and intervention? And how many people flow out to an allowance? Also consult with the Arboarts. If you have a good understanding of the failure risks, then you can focus on a prevention policy.

6. Are employees engaged and vital?

Do your employees feel engaged (engaged) with the policy of the organisation or is the policy imposed top-down?? And are your employees generally vital? Are they comfortable in their own skin? This is all a bit trickier at measure. Because how do you measure engagement and vitality? That calls for a smart approach. If the manager asks his employees, he will soon get socially desirable answers. It is best to do this directly from within P&O. at questions to individual employees. What do you find important in your work? Why are you doing this job? And why with this organization? Also ask about the workplace and working environment. And, indirectly, to exercise and health. Do you take enough breaks, and do you go outside for a while? And do you exercise in your spare time? One-on-one conversations work best, it turns out.

7. What is the productivity/cost ratio?

What does an employee cost? And what does he or she deliver? In other words: take stock of the productivity/cost ratio. The cost is the salary plus the employer’s charges. And productivity? Some employees are more productive than others. DaaYou should talk about it. The best way to do that is HRM with the heads of departments. Because they have insight into the performance of each individual employee, measured against the targets. It is therefore important that you have clear and concrete objectives in terms of productivity. Whether you’re a sales organization, a production company or are a government organization. Are the targets not being met? Then you can steer your personnel policy accordingly.

Everything on the map? Adjust your policy now

Well, youyou’ve got it all mapped out. Like hthe turnover rate, the age development, the educational level and the development opportunities, the absenteeism rate and the dropout risks. You know to what extent employees feel involved in the organisation. And you have insight into the productivity/cost ratio. Now you can make practical plans. Such as reducing absenteeism. Wto make use of a lower lower average age of employees. Ensure lower – or higher – employee turnover. Or develop a good policy to keep older employees involved and enthusiastic.

Set concrete objectives for this on paper. Such as: reducing absenteeism from 6.5 to 5%.. Mpossible provides this for large savingand. You can then test your newly developed policy against these hard OBJECTIVES. Sdo count realistic goals. Evaluate. And sthour if necessary.

Read more about sustainable personnel policy

Information about your own organisation is a good starting point for a sustainable personnel policy. Would you like to know how you can contribute to the continuity of your organisation with the sustainable deployment of (older) employees? You can read it in our free e-book ‘Wise with grey’.

Are there older employees in your organization who will be retiring soon? Or are you curious what else Essenburgh can do for you? Then take a look at our retirement in sight training.