The Importance of Qualitative Data Interpretation in Talent Management

In the current work context, where employee turnover can severely affect organizational health, it is essential to adopt an approach that goes beyond the numbers. While quantitative data is vital, it is crucial to question and interpret these figures to gain a more comprehensive view of employee behavior.

More Hours Does Not Always Mean Less Turnover

When we analyze the relationship between the number of hours worked and the risk of resignation, we find interesting patterns. At first glance, it might seem that offering more working hours reduces turnover, but this assertion requires a deeper analysis. For example, statistics show that those with 30 and 40-hour contracts, when their working hours increase, decrease their risk of resignation. However, this does not apply in the same way to those with 20-hour contracts.

Work expectations play a crucial role in this dynamic. An employee who signs a 20-hour contract expects to work that amount. If assigned additional hours, they may see it as a benefit, but if assigned fewer hours, they might feel their economic situation is compromised. On the other hand, those seeking a primary income from their jobs are more willing to accept extra hours.

Segmentation is Key

To better understand the relationship between hours worked and turnover, it is vital to segment employees based on the type of contract. Individuals with short-term contracts often do not seek a primary income, meaning their motivations and expectations differ from those with longer contracts.

This segmentation reveals that the more hours employees with 30 and 40-hour contracts work, the lower their risk of resignation. In contrast, those with 20-hour contracts who work more than stipulated may feel overwhelmed, increasing their likelihood of leaving the company.

Strategies to Reduce Turnover

An effective approach to improving talent retention is to assign extra hours only to those with 30 and 40-hour contracts. This simple action not only helps reduce turnover but also improves overall business outcomes. It is essential for managers to understand that not all employees are motivated by the same logic and that decisions must be based on a deep understanding of individual circumstances.

Adapting to a Post-Pandemic World

The pandemic has drastically changed the work landscape. The skills required and employee expectations have evolved. Therefore, it is vital for organizations to continuously review and update their people management practices.

A traditional tool, the Job Description, needs to be questioned. This document, once considered a stable guide, may no longer reflect the changing dynamics of business. A more agile approach is suggested, where collaboration between the employer and the candidate becomes a standard practice to design roles that fit current needs.

Innovation in Talent Management

By adopting a "Job Crafting" methodology, organizations can invite candidates to define how they can add value to the role. This not only enhances the candidate experience but also ensures that both employee and employer are aligned regarding expectations and goals.

The combination of quantitative and qualitative data, along with an innovative approach to talent management, can significantly impact employee retention. By questioning, segmenting, and adapting our strategies to the needs of the staff, we can build a healthier and more productive work environment.

This article is framed as part of the live session titled 'Have You Applied the 3Cs in Your Business and Brand Strategy Yet?' with Ramiro Blazquez, Chief Commercial Officer at von Der Heide, where we explore in depth how these strategies can transform talent management and contribute to business success.