Slide 2

Tag Archive | "culture"

What is Personality?—The beginning

Your personality is made up of various complex parts and is heavily

influenced by genetics and your environment. When looking more closely

at what factors contribute to personality, you will consider the culture in

which they were raised in, their place of birth, the quality of their home

life, choice of vocations, their varied interests, age, gender, and the degree

of education. Arguably one of the most influential is the life experiences

that one may encounter along their life journey.

For some it is their experiences which ‘make them’ and for others it is

their experiences which ‘break them’. This is not an exhaustive list, yet you

will be able to see that it is the combined myriad of these factors which

present us with an overview of an individual’s personality, which is the

highly personalised expression of who you are.

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The Cost of employee turnover

Where there are issues of unresolved conflict in the workplace, organisations

run the high risk of losing valuable employees. Constructive, healthy working

environments are a fundamental necessity to the satisfaction of employees.

The cost it takes to replace an existing employee can run in the hundreds

of thousands. There is the cost of training new staff, paying recruitment

agencies, and interviewing time. Furthermore, time and productivity is

lost as the new recruits get accustomed to a new organisational culture,

leadership style, work ethics, and ‘feel’ of their new workplace. This cost

can vary depending on the size of the organisation and the position of the

employee, but Raytheon Corporation estimates their cost is 150 per cent

of a fully burdened employee.

‘Chronic, unresolved conflict acts as a decisive factor in at least 50% of

departures. Conflict accounts for up to 90% of involuntary departures,

with the possible exception of staff reductions due to downsizing and

restructuring’ (Dana, Daniel, Conflict Resolution, 2001, p. 22).

Companies lose out of the investment made in training their employees

only to have them leave as a result of conflict that can easily be avoided

through an effective conflict management system.

‘No matter what the cause, turnover has a number of undesirable

implications for organisations, including the costs of losing an experienced

worker, recruiting, and re-training a successor (retraining is estimated

to cost 1.5 times the employee’s annual salary), the lower productivity

of a new worker and secondary morale effects on managers, peers and

subordinates’ (Duxbury and Higgins, Work—Life Conflict in Canada in

the New Millennium: A Status Report, 2003).

‘The turnover costs for an employee is anywhere between 75% and 150%

of the annual salary’ (Phillips, D.T., ‘The Price Tag of Turnover’, Personnel

Journal, Dec. 1990, p. 58).

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