This paper examines workforce separation data at a healthcare organization, identifying the five most critical drivers of employee turnover over a two-year period. Drawing on internal separation statistics covering 115 of 407 employees, the analysis ranks performance issues, work rule violations, acceptance of other jobs, spousal relocation, and gross misconduct as the leading causes of departure. The paper then assesses the organization's exposure to labor shortages in the local market — particularly for doctors, nurse practitioners, and physician assistants — and proposes targeted HR initiatives including retraining programs, updated work policy documentation, and compensation alignment with national standards to improve retention and reduce future turnover.
The organization's executive team has been aware of a disturbing trend driving employee turnover. The company has recorded a significant increase in turnover that has become a growing concern for management. The objective of this paper is to identify and analyze those trends while presenting actionable recommendations. It provides a breakdown of termination reasons to foster a greater understanding of the underlying causes of employee attrition.
According to the data presented in Fig. 1 and Table 1, which were collected from the organization's internal database, the company employs 407 people; however, 115 employees left the company in the last two years, representing a turnover rate of approximately 28.25%. The following sections discuss the five most critical areas of concern identified in the separation statistics.
Performance issues are the first and most significant cause of employee termination. As shown in Fig. 2 and Table 2, a total of 34 employees were terminated due to inadequate performance, accounting for 29.57% of all separations.
Work rule violations represent the second most critical cause of turnover, with 14 employees asked to leave for this reason, making up 12.17% of separations.
Acceptance of another job is the third leading factor, with 9 employees — 7.83% of total separations — leaving to take positions elsewhere.
Spousal relocation is the fourth reason identified, with 8 employees (6.96%) leaving due to a partner's relocation.
Finally, gross misconduct, retirement, and death each account for 7 separations (6.09% each), rounding out the five most critical categories in the separation data.
Table 1: Reason for Termination
Retirement: 7 (6.09%) | Performances: 34 (29.57%) | Work Rule Violation: 14 (12.17%) | Spousal Relocation: 8 (6.96%) | Death: 7 (6.09%) | Accepted Another Job: 9 (7.83%) | Gross Misconduct: 7 (6.09%) | Resign for No Reason Given: 5 (4.35%) | Excessive Absenteeism: 5 (4.35%) | Inability to Perform Job: 5 (4.35%) | Layoff: 3 (2.61%) | Lack of Career Opportunities: 3 (2.61%) | Manager/Supervisor: 4 (3.48%) | Did Not Return from Leave: 4 (3.48%) | Total: 100.00%
Table 2: Top 5 Critical Areas in Separation Statistics
Performances: 34 (29.57%) | Work Rule Violation: 14 (12.17%) | Accepted Another Job: 9 (7.83%) | Spousal Relocation: 8 (6.96%) | Gross Misconduct: 7 (6.09%) | Retirement: 7 (6.09%) | Death: 7 (6.09%)
In the local labor market, the organization is particularly vulnerable given the ongoing shortage of doctors, nurse practitioners, and physician assistants. Because the organization operates as a healthcare provider, it depends on the full participation of these professionals to function effectively. As noted by the Health Resources and Services Administration, no healthcare organization can operate without critical clinical staff such as physicians and advanced practice providers. Consequently, the organization faces a significant risk from labor shortages in its local market, which could prevent it from delivering high-quality care and cause it to fall below national performance standards. Labor shortages could also result in a loss of market share and annual revenue.
As Vice President of Human Resources, several initiatives would be implemented if local labor market conditions improve, in order to prevent the loss of key human assets. First, additional healthcare professionals would be recruited to expand the labor pool, given that the data demonstrate a high rate of turnover over the past two years.
The most critical underlying causes of turnover would also be directly addressed. Because performance issues are the leading cause, staff members — particularly doctors, nurse practitioners, and physician assistants — would be enrolled in an in-house retraining program to ensure they meet competency standards. This investment in employee development is expected to reduce performance-related terminations and strengthen overall retention.
Work rule violations, the second leading cause of termination, would be addressed by developing a comprehensive workplace policy document outlining all rules, regulations, and consequences for violations. Termination would remain a last resort. Mandating that all employees review and acknowledge this policy would reduce violations and prevent the unnecessary loss of skilled personnel.
"Compensation and contract strategies to keep key staff"
"Recruitment practices recommended to prevent turnover"
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