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Employee morale

You work for a mid-size organization, however, the workgroup that you are in typically has about 20 employees. Your supervisor suspects that your team has a morale problem. The turnover in the past six months in your workgroup has been over 50%. The Executive Director of the organization has put you in charge of finding a solution. The department is comprised of approximately 20 employees that range in experience and job functions.

Look at the information (facts) that you have right now. How would you determine if morale is the problem or if the employees’ reasons for leaving are for other reasons?

What kind of questions would you want to have answered about the employees that left (people analytics), about any major changes internally or externally to the organization? How would you go about getting this information?

Think of both qualitative and quantitative tools and methods for your approach and give at least three examples of how you would go about collecting information (metrics) to determine why people are leaving. What recommendations would you give to the Executive Director for how to proceed.

Sample Answer

To determine if morale is the problem or if the employees’ reasons for leaving are for other reasons, I would first look at the following information:

Turnover rate: A high turnover rate is a good indicator that there may be a problem with morale. However, it is important to note that there could be other factors contributing to a high turnover rate, such as low pay, poor benefits, or a difficult work environment.
Exit interviews: Exit interviews are a great way to learn more about why employees are leaving. However, it is important to note that employees may not be completely honest in exit interviews, as they may be afraid of burning bridges.
Employee surveys: Employee surveys can be a good way to gauge morale and identify any areas where improvement is needed. However, it is important to design the survey carefully and to ensure that it is anonymous.

Full Answer Section

In addition to the above information, I would also want to have answered the following questions about the employees who left:

What were their job titles and experience levels?
How long had they been with the company?
What were their reasons for leaving?

I would also want to know about any major changes that have occurred internally or externally to the organization that could be impacting morale. For example, if the company has recently undergone a merger or acquisition, this could be causing stress and uncertainty among employees.

To get this information, I would:

Review exit interview summaries.
Analyze employee survey data.
Conduct interviews with employees who have left the company.
Meet with managers and supervisors to get their input.

Once I have gathered this information, I would be able to make a more informed assessment of whether morale is the problem or if there are other factors contributing to the high turnover rate.

Here are three examples of how I would go about collecting information (metrics) to determine why people are leaving:

Employee engagement survey: I would develop and distribute an employee engagement survey to all employees in the workgroup. The survey would ask questions about employees’ satisfaction with their job, their manager, and the company as a whole.
Exit interview analysis: I would review the exit interview summaries of all employees who have left the company in the past six months. I would look for common themes in the reasons why employees left.
Focus groups: I would conduct focus groups with a small group of employees to get their feedback on morale and other factors that may be contributing to the high turnover rate.

Based on the information I gather, I would develop recommendations for the Executive Director on how to proceed. If I determine that morale is the problem, I might recommend the following:

Improve communication between employees and managers.
Create a more supportive and collaborative work environment.
Provide employees with opportunities for growth and development.
Recognize and reward employee accomplishments.

If I determine that there are other factors contributing to the high turnover rate, I might recommend other solutions, such as:

Offering competitive salaries and benefits.
Investing in training and development programs.
Creating a more flexible work environment.
Addressing any workplace bullying or harassment issues.

It is important to note that there is no one-size-fits-all solution to the problem of high turnover. The best approach will vary depending on the specific circumstances of the organization and the workgroup.

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