2019 WORKFORCE TURNOVER AROUND THE WORLD
MERCER TALENT ALL ACCESS? 2019
E W O R K F O R C E T U R N O V E R
AROUND THE WORLD
SAMPL SAMPLE
TABLE OF CONTENTS
MERCER'S GLOBAL PUBLICATIONS
INTRODUCTION Report Structure Reading this Report
AMERICAS REGION SUMMARY Argentina Bolivia Brazil Canada Chile Colombia Costa Rica Dominican Republic Ecuador El Salvador Guatemala Honduras Mexico Nicaragua Panama Paraguay Peru Puerto Rico Trinidad and Tobago United States Uruguay Venezuela
5
8 21 22
47 48 53 57 59 63 68 71 74 77 80 83 86 89 92 96 99 103 106 109 112 115 119 122
ASIA PACIFIC REGION SUMMARY Australia Bangladesh China-Beijing China-Shanghai
E Hong Kong
India Indonesia Japan Malaysia
L New Zealand
Pakistan Philippines Singapore South Korea
P Sri Lanka
Taiwan Thailand Vietnam
EUROPE REGION SUMMARY
M Armenia
Austria Azerbaijan Belarus Belgium
ABosnia and Herzegovina
Bulgaria Croatia
SCzech Republic
130
Denmark
138
Estonia
146
Finland
154
France
162
Georgia
170
Germany
178
Greece
186
Hungary
194
Ireland
202
Italy
210
Kazakhstan
218
Latvia
226
Lithuania
234
Macedonia
242
Moldova
250
Netherlands
258
Norway
266
Poland
274
Portugal
282
Romania
Russia
290
Serbia
298
Slovakia
306
Slovenia
314
Spain
322
Sweden
330
Switzerland
338
Turkey
344
Ukraine
352
United Kingdom
360
Uzbekistan
368
376
MIDDLE EAST & AFRICA
384
REGION SUMMARY
392
Algeria
400
Egypt
408
Kuwait
416
Lebanon
424
Morocco
432
Oman
440
Qatar
448
Saudi Arabia
456
Tunisia
464
United Arab Emirates
472
480
ABOUT THIS REPORT
488
Methodology
496
Glossary
504
512
ABOUT MERCER
520
528
536
544
552
560
568
574
582
590
598
606
614
622 630 638 646 654 662 670 678 686 694 702 710
718 719 726
735
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H E A LT H & B E N E F I T S
Stay ahead of today's tight deadlines and competitive race for labor with these resources. Covering local benefits, global compensation practices, and emerging HR policy trends, this portfolio contains all of the
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Car Benefit Policies & Car Benefit Policies -- Alternate Transportation Global Industry Findings
Car Cost Report
Global Parental Leave
Global Parental Leave Industry Scorecard
Severance Pay Policies Severance Pay Policies Vacation and Other Leave Vacation and Other Leave Worldwide Benefit &
Around the World
Industry Scorecard Policies Around the World Industry Scorecard
Employment Guidelines
WORKFORCE & CAREERS
Global Compensation
Global Compensation
Global Pay Summary
Planning
Planning 20 Year Look Back*
Incentives Around the World
New Graduate Starting Salaries
Salary Movement Snapshot**
Short-term Incentive
The Design of Work
Trends -- A 10 Year Review*
HANDBOOKS & GUIDES
Workforce Metrics Around the World
Workforce Turnover Around the World
SA LEARN MORE
DEMO VIDEO
Compensation Handbook*
Global Mobility Handbook*
* Exclusive to Talent All Access? subscribers ** Not included in Talent All Access?
HR Atlas*
HR Guide to Doing Business*
HR Management Terms*
I N T R O D U C T I O N Managing workforce turnover is
critical to the long-term health and success of any company. Whereas HR professionals historically have regarded turnover as a drain on
E company resources, industry leaders
now recognize that turnover within a company can bring a mixed bag of positive and negative impacts.
L Although some turnover may be
beneficial by way of revitalizing or fine tuning the workforce, others bring unexpected interruption to ongoing projects and costly recruiting
P cycles. In either case, it is imperative
that managers and HR professionals prepare for turnover in their specific industry, and are able to recognize and identify good versus bad turnover.
M B A D T U R N O V E R V S .
GOOD TURNOVER
Workforce turnover presents a dilemma to all companies around the world. Some estimate that
A the cost of losing and replacing a single employee
can equal more than twice that employee's salary, with costs increasing further based on
S the departing employee's seniority. Constant
turnover can leave companies perpetually shorthanded or disrupt client expectations and deadlines, thus posing an existential threat to any company.
However, not all turnover is bad. Many managers recognize that the retention of employees that are poor fits for their position can cause decreased productivity and morale throughout the workplace. In these situations, employers may welcome the costs of recruitment and replacement in order to improve the efficacy of their staff. Similarly, companies undergoing a strategic pivot or encountering market changes may need to reconfigure their staff. By encouraging or promoting turnover in these circumstances, employers can streamline their operations so as to meet new challenges.
EVALUATING RISK
While workplace turnover is a universal challenge for employers, some industries and regions are more exposed than others. For instance, many employers in the highly competitive technology or hospitality industries suffer from staff turnover as employees are poached by nearby firms, while companies in some world markets see high rates of turnover due to migration. Moreover, factors like employee age or function greatly affect the likelihood of turnover, as Millennials and sales staff tend to change employers more frequently than other demographics. Given these variations, it is critical that employers recognize and account for the specific factors affecting turnover in their industry.
C O N S I D E R AT I O N S
When confronted with workforce turnover, HR professionals should consider the following questions:
What level of turnover is right for our business?
What policies can we adopt to encourage or discourage turnover?
What factors contribute to the current turnover?
What events might be on the horizon that will affect turnover in the future?
R E P O R T S T R U C T U R E The 2019 Workforce Turnover Around the World
publication provides actionable information on employee turnover across major world markets. Created with the human resources professional in mind, this report offers critical, up-to-date turnover data to assist companies interested
E in forecasting, preparing for, and managing
the revolving door of talent around the world. Countries are organized into four regions: Americas, Asia Pacific, Europe, and Middle East & Africa.
L This report includes the following sections:
REGION SUMMARY
This section serves as an executive summary for those looking for Mercer`s insights and observations; it provides high-level trends,
P market comparisons, and other analysis. The
following topics are included:
Voluntary and Involuntary Turnover Trends
SAM WorkforceChangeTrends
INDIVIDUAL MARKET
R E S U LT S
This section includes country-specific data for those HR professionals looking for targeted data on an individual topic. Each country includes the following content:
Economic and labor market data, including GDP growth, inflation, unemployment, total population, working age population, and economically active population.
Voluntary and involuntary turnover by employee level and by industry.
Workforce changes such as hiring intentions for this year and next year, as well as the average increase and decrease in the workforce.
Data sources indicate all sources used for the country.
ABOUT THIS REPORT
This section delineates the methods used in the report and lists key definitions.
Methodology includes data sources used to compile this report, currency conversion rates, and other details on calculations and assumptions.
Glossary provides definitions for many of the terms used throughout this report, as well as other HR-related terms.
R E A D I N G T H I S R E P O R T The following pages provide tips and guidelines to help navigate theGrDePp,oinrtflcaotinotne,natn.d unemployment rates can be found on the first page of each set of
ECONOMIC AND LABOR MARKET
country data.
E GDP GROWTH
INFL ATION
UNEMPLOYMENT
2020
L 2019
2018
1.0% 1.0% 1.0%
2020 2019 2018
1.0% 1.0% 1.0%
2020 2019 2018
1.0% 1.0% 1.0%
SAMPLE DPATA Population numbers are in thousands.
TOTAL POPULATION, 2019
1,000,000
TOTAL POPUL ATION GENDER RATIO, 2019
WORKING AGE RANGE POPULATION
(15-64), 2019 1,000,000
WORKING AGE (15-64) GENDER RATIO, 2019
ECONOMICALLY ACTIVE POPULATION
(15-64), 2019 1,000,000
ECONOMICALLY ACTIVE (15-64) GENDER RATIO, 2019
50% 50S% A50%M50% 50% 50% Note: Population size is in thousands.
The data sources for all content can be found on the last page of each country, and in the About this Report section.
Population is provided for three categories, as well as the proportion of males and females within each group.
READING THIS REPORT
V O L U N T A R Y A N D I N V O L U N T A R Y T U R N O V E R A V E R A G E T U R N O V E R B Y C A R E E R L E V E L , 2 0 1 8
E 12.9%
A company may have provided an overall figure only, or employee level figures only; as a result, turnover percentages and sample sizes will vary. More information on the Methodology can be found in the About this Report section.
4.7%
7.6%
Throughout the report, voluntary turnover is shaded blue, and involuntary turnover
is shaded yellow.
VOLUNTARY TURNOVER (%)
10.9%
10.9%
10.5%
INVOLUNTARY TURNOVER (%)
7.9%
L 5.4%
3.4%
3.3%
3.8%
3.7%
4.7%
4.1%
OVERALL
EXECUTIVES & HEAD OF ORGANIZATION
MANAGEMENT
PROFESSIONAL SALES PROFESSIONAL NONSALES
SAMPLE DPATA V O L U N TA R Y A N D I N V O L U N TA R Y T U R N O V E R BY C A R E E R L E V E L , 2 0 1 8
PARA-PROFESSIONAL
PARA-PROFESSIONAL
WHITE COLLAR
BLUE COLLAR
The N= column provides the number
of companies included in data sample.
The "P" refers to percentile, the P50 or 50th percentile is also known as the median.
OVERALL
EXECUTIVES & HEAD OF ORGANIZATION
M MANAGEMENT
PROFESSIONAL SALES
PROFESSIONAL NONSALES
A PARA-PROFESSIONAL WHITE COLLAR
PARA-PROFESSIONAL BLUE COLLAR
P25 7.2% 7.2% 7.2% 7.2% 7.2% 7.2% 7.2%
VOLUNTARY TURNOVER
P50
P75
AVERAGE
N=
7.2%
7.2%
7.2%
342
7.2%
7.2%
7.2%
342
7.2%
7.2%
7.2%
342
7.2%
7.2%
7.2%
342
7.2%
7.2%
7.2%
342
7.2%
7.2%
7.2%
342
7.2%
7.2%
7.2%
342
P25 7.2% 7.2% 7.2% 7.2% 7.2% 7.2% 7.2%
INVOLUNTARY TURNOVER
P50
P75
AVERAGE
N=
7.2%
7.2%
7.2%
342
7.2%
7.2%
7.2%
342
7.2%
7.2%
7.2%
342
7.2%
7.2%
7.2%
342
7.2%
7.2%
7.2%
342
7.2%
7.2%
7.2%
342
7.2%
7.2%
7.2%
342
S Note: A "?" indicates insufficient data to report the statistic.
READING THIS REPORT
These graphics indicate the
W O R K F O R C E C H A N G E S percentage of companies planning
H I R I N G I N T E N T I O tNo SaddF, rOedRuce2, 0or1m8ake no change
in their overall workforce.
HIRING INTENTIONS FOR 2020
15% 30% 55%
15% 30% 55%
E N=200
ADD STAFF REDUCE STAFF NO CHANGE
N=300
HIRING INTENTIONS BY INDUSTRY
L Hiring intentions are also provided by industry.
HIRING INTENTIONS FOR 2019
ADD STAFF
REDUCE STAFF
NO CHANGE
N=
BANKING/FINANCIAL SERVICES
1.0%
1.0%
1.0%
100
SAMPLE DATA CHEMICALS
1.0%
1.0%
1.0%
100
P CONSUMER GOODASdash indicates insufficient d1.a0t%a are availab1l.e0.%More
1.0%
100
ENERGY
information on data maskin1g.0c%an be found1u.0n%der
1.0%
100
Methodology in the About this Report section.
HIGH TECH
1.0%
1.0%
1.0%
100
INSURANCE/REINSURANCE
1.0%
1.0%
1.0%
100
LIFE SCIENCES
1.0%
1.0%
1.0%
100
M LOGISTICS
1.0%
1.0%
1.0%
100
MINING & METALS OTHER MANUFACTURING OTHER NONMANUFACTURING
1.0% 1.0% 1.0%
1.0%
1.0%
100
1.S0%ome of these1.0p%ercentages m1a0y0
not sum 100% due to rounding.
1.0%
1.0%
100
RETAIL & WHOLESALE
1.0%
1.0%
1.0%
100
A SERVICES (NONFINANCIAL)
1.0%
1.0%
1.0%
100
TRANSPORTATION EQUIPMENT
1.0%
1.0%
1.0%
100
S Note: A "?" indicates insufficient data to report the statistic.
ADD STAFF REDUCTE hSeTANFF= cNoOluCmHAnNpGrEovides the number of companies included in data sample.
PROJECTED HIRING INTENTIONS FOR 2020
ADD STAFF
REDUCE STAFF
NO CHANGE
N=
1.0%
1.0%
1.0%
100
1.0%
1.0%
1.0%
100
1.0%
1.0%
1.0%
100
1.0%
1.0%
1.0%
100
1.0%
1.0%
1.0%
100
1.0%
1.0%
1.0%
100
1.0%
1.0%
1.0%
100
1.0%
1.0%
1.0%
100
1.0%
1.0%
1.0%
100
1.0%
1.0%
1.0%
100
1.0%
1.0%
1.0%
100
1.0%
1.0%
1.0%
100
1.0%
1.0%
1.0%
100
1.0%
1.0%
1.0%
100
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