Administration Drivers

Year Turnover Total Employees Turnover Percentage Turnover In

2016 4 32 12.5 21
2017 2 32 6.25 18
2018 8 32 25 32
2019 12 32 37.5 16 Cha
2020 9 32 28.12540 32
35
30
25
20
Year Administration Drivers Production
15
2016 12.5 14.89 10.13
2017 6.25 12.77 14.0310
2018 25 22.70 21.30 5
2019 37.5 11.35 20.78 0 2016 2017
2020 28.125 22.70 29.09
Administration

Year Administration Drivers

No of Staff Cost per re-hire Total cost No of Staff
2016 4 £2,065.00 £8,260.00 21
2017 2 £2,065.00 £4,130.00 18
2018 8 £2,065.00 £16,520.00 32
2019 12 £3,012.00 £36,144.00 16
2020 9 £3,012.00 £27,108.00 32

Administration Drivers Production

2016 £8,260.00 £43,365.00 £80,535.00 Administration
2017 £4,130.00 £37,170.00 £111,510.00
2018 £16,520.00 Cost per Department
£66,080.00 £169,330.00
£400,000.00
£350,000.00
£300,000.00
£250,000.00
 Cost per Department
2019
£400,000.00 £36,144.00 £48,192.00 £240,960.00
2020
£350,000.00 £27,108.00 £96,384.00 £337,344.00
£300,000.00
£250,000.00
£200,000.00
£150,000.00
£100,000.00
£50,000.00
£0.00
2016 2017 2018 2019 2020

Administration Drivers Production

 Drivers Production

Total Turnover Turnover In Total Turnover

Employees I Percentage In Production Employees Percentage

141 14.89 39 385 10.13

141 12.77 54 385 14.03
141 22.70 82 385 21.30
141 Chart11.35
Title 80 385 20.78
141 22.70 112 385 29.09

2016 2017 2018 2019 2020

Administration Drivers Production

Drivers Production
Cost per re-hTotal cost No of Staff Cost per re-hTotal cost
£2,065.00 £43,365.00 39 £2,065.00 £80,535.00
£2,065.00 £37,170.00 54 £2,065.00 £111,510.00
£2,065.00 £66,080.00 82 £2,065.00 £169,330.00
£3,012.00 £48,192.00 80 £3,012.00 £240,960.00
£3,012.00 £96,384.00 112 £3,012.00 £337,344.00

2016 2017 2018 2019 2020

Administration £8,260.00 £4,130.00 £16,520.00 £36,144.00 £27,108.00
Drivers £43,365.00 £37,170.00 £66,080.00 £48,192.00 £96,384.00
Production £80,535.00 £111,510.00 £169,330.00 £240,960.00 £337,344.00
PAYROLL NO
Left because I wanted to retire early  0
Left because of leaving the area  3
Left because of unforeseen life change  4
Left because the work was boring or monotonous  12
Left because the working environment was not conducive to well-being  1
Left because the working hours were unsocial  2
Left because there was conflict amongst fellow employees  4
Left because there was limited opportunity to develop  2
Left due to care responsibilities  8
Left due to emigrating to another country  0
Left due to limited reward incentives  5
Left due to poor pay  2
Left due to travel difficulties  0
Left the job because their manager was aggressive and difficult to work with.  7
Left the job role because there was limited opportunity to enhance career.  4
Left the role because targets set by their line manager were unachievable.  17
Left through ill health  1
Left to go to further/higher education  8
Left to pursue another career  3
The role did not afford the opportunity to flexible working  3

Payroll - Management Issues

Left the role because targets set by their line manager were unachievable.  17
Left the job because their manager was aggressive and difficult to work with.  7
Left because there was conflict amongst fellow employees  4

Payroll - Rewards & Wellbeing

Left because the working environment was not conducive to well-being  1
Left because the working hours were unsocial  2
Left due to limited reward incentives  5
Left due to poor pay 2
The role did not afford the opportunity to flexible working 3

Payroll - Career Management

Left because the work was boring or monotonous  12
Left because there was limited opportunity to develop  2
Left the job role because there was limited opportunity to enhance career.  4
Payroll - External trends
Left because I wanted to retire early  0
Left because of leaving the area  3
Left because of unforeseen life change  4
Left due to care responsibilities  8
Left due to emigrating to another country  0
Left due to travel difficulties  0
Left through ill health  1
Left to go to further/higher education  8
Left to pursue another career  3

Payroll

Left
retir
Left
life c
11%11% Left
anot
15%
30% Left

4% 30% Left
reer 
 Payroll - Management Issues

Left the role because targets set by

14% their line manager were unachievable. 
Left the job because their manager was
aggressive and difficult to work with. 
Left because there was conflict
amongst fellow employees 
25%
61%

Payroll - Rewards & Wellbeing

Left because the working

environment was not
conducive to well-being 
8%
23% Left because the working
15% hours were unsocial 
Left due to limited reward
incentives 
Left due to poor pay
15% The role did not afford the
opportunity to flexible
working
38%

Payroll - Career Management

Left because the work

was boring or monot-
onous 
22% Left because there was
limited opportunity to
develop 
Left the job role be-
11% cause there was lim-
67% ited opportunity to
enhance career. 
 22% Left because there was
limited opportunity to
develop 
Left the job role be-
11% cause there was lim-
67% ited opportunity to
enhance career. 

Payroll - External trends

Left because I wanted to Left because of leaving the

retire early  area 
Left because of unforeseen Left due to care responsibil-
life change  ities 
11%11% Left due to emigrating to Left due to travel difficulties 
another country 
15%
30% Left through ill health  Left to go to further/higher
education 
4% 30% Left to pursue another ca-
reer 
 PRODUCTION NO
Issues Production - M
Left because I wanted to retire early  7
Left because of leaving the area  5
Left because of unforeseen life change  4
3%
Left because the work was boring or monotonous  45
Left because the working environment was not conducive to well-being 
Left the role because targets set by
15 38%
their line manager were unachievable. 
Left because the working hours were unsocial 
Left the job because their manager was
38
aggressive and difficult to work with. 
Left because there was conflict amongst fellow employees 
Left because there was conflict
34 58
amongst fellow employees 
Left because there was limited opportunity to develop  12
Left due to care responsibilities  18
Left due to emigrating to another country  1
Left due to limited reward incentives  87
Left due to poor pay  94
Left due to travel difficulties  5
Left the job because their manager was aggressive and difficult to work with.  52
Left the job role because there was limited opportunity to enhance career.  24
Left the role because targets set by their line manager were unachievable.  3
ng Left through ill health  14
Left to go to further/higher education  19
Production - Re
Left to pursue another career  82
The role did not afford the opportunity to flexible working  68
Left beca
use the working
ent was not working
e to well-being  was not
use the working well-bei
re unsocial 
Production - Management Issues 23%5%
13% Left due
o limited reward reward i
s 
Left the role because targets set by their line manager were unachievable.  3
31% 29%
The role
o poor pay
ford the
id not afford the
ity to flexible
Left the job because their manager was aggressive and difficult to work with.  52 to flexib
Left because there was conflict amongst fellow employees  34

Production - Rewards & Wellbeing

Left because the working environment was not conducive to well-being  15
Left because the working hours were unsocial  38
Left due to limited reward incentives  87
Production - Ca
ement Left due to poor pay  94
The role did not afford the opportunity to flexible working  68

Left because the work

was boring orProduction
monot- - Career Management
onous 
Left was
Left because there because the work was boring or monotonous  45 30%
limited opportunity to
develop  Left because there was limited opportunity to develop  12
Left
Left the job role be-the job role because there was limited opportunity to enhance career.  24 56
cause there was lim-
ited opportunity to 15%
enhance career. 
 Left because there was
limited opportunity to
develop 
Left the job role be- 56
cause there was lim-
ited opportunity to 15%
enhance career. 

Production - External trends

Left because I wanted to retire early  7
Left because of leaving the area  5
Left because of unforeseen life change  4
Left due to care responsibilities  18
Left due to emigrating to another country  1
Left due to travel difficulties  5
Left through ill health  14
Left to go to further/higher education  19
Left to pursue another career  82

ds Production - External tren

because of leaving the
a  Left because I wanted to Left
due to care responsibil- retire early  are
5%3%
Left
s  3% because of unforeseen Left
due to travel difficulties  life change  itie
12%
Left due to emigrating to Left
to go to further/higher another
1%country 
3%
cation  53% Left through ill health  Left
9% edu
Left to pursue another career 
12%
 Production - Management Issues

3%

38% Left the role because targets set

by their line manager were un-
achievable. 
Left the job because their man-
ager was aggressive and difficult
58% to work with. 
Left because there was conflict
amongst fellow employees 

Production - Rewards & Wellbeing

Left because the Left because the

working environment working hours were
was not conducive to unsocial 
well-being 
23%5%
13% Left due to limited Left due to poor pay 
reward incentives 

31% 29%
The role did not af -
ford the opportunity
to flexible working 

Production - Career Management

Left because the work

was boring or monot-
onous 
30% Left because there was
limited opportunity to
develop 
Left the job role be-
56% cause there was lim-
ited opportunity to
15% enhance career. 
 limited opportunity to
develop 
Left the job role be-
56% cause there was lim-
ited opportunity to
15% enhance career. 

uction - External trends

Left because I wanted to Left because of leaving the

retire early  area 
%3%
Left
3% because of unforeseen Left due to care responsibil-
life change  ities 
12%
Left due to emigrating to Left due to travel difficulties 
another
1%country 
3%
Left through ill health  Left to go to further/higher
9% education 
Left to pursue another career 
12%
Recommendation Benefits
This makes sure employees get salaries and rewards
Ensuring competitive wages, at par with competitors. This therefore prevents,
salaries and incentives employees from leaving the company and going to a
competitor firm

This ensures satisfaction of the employees.

Improving work-life balance and
Employees get sufficient personal time and hence are
establishing flexible work hours
more focused at work, leading to better productivity.

Engaging with the employee enables the management

to closely monitor the problems and challenges that
Effective employee engagement the employees are faced with. In addition, it sends a
positive message regarding management’s attitude
towards the employees
Risks

Labour market changes, and economic situation may

greatly impact this measure. Therefore, it would be
necessary to periodically review the pay rates etc.

This often may lead to an informal attitude among the

employees. Flexible and work from home
arrangements often lead to poor management control
over employees.

Employee engagement policies may not be adequate

and in line with the challenges faced currently.
Therefore a survey is necessary first.
Financial implication

Significant expenditure would be required. The firm

would have to keep matching the competitor’s salary
rates in order to ensure effectiveness of this measure.

Flexible working hours has often proven to improve

financial performance of the employees, which
generated more revenues

Effective employee engagement leads to better

productivity and hence greater financial achievements
for the company.
Potential solution

The solution in this case is to, ensure perioding

increase in basic salaries (Such as increment at the
end of each year), and performance-based rewards.

Work from home can be provided to workers for

fixed number of days, where the employees can either
choose to come to office or work remotely. In
addition, leaves and work-hour policies are important
to be maintained.

Line managers must work with people practitioners

and regularly engage with the employees which will
lead to better motivation and encouragement for the
employees.
PRODUCTION
Left due to poor pay 
Left due to limited reward incentives 
Left to pursue another career 
The role did not afford the opportunity to flexible working 
Left the job because their manager was aggressive and difficult to work with. 
Left because the work was boring or monotonous 
Left because the working hours were unsocial 
Left because there was conflict amongst fellow employees 
Left the job role because there was limited opportunity to enhance career. 
Left to go to further/higher education 
Left due to care responsibilities 
Left because the working environment was not conducive to well-being 
Left through ill health 
Left because there was limited opportunity to develop 
Left because I wanted to retire early 
Left because of leaving the area 
Left due to travel difficulties 
Left because of unforeseen life change 
Left the role because targets set by their line manager were unachievable. 
Left due to emigrating to another country 
NO
94
87
82
68
52
45
38
34
24
19
18
15
14
12
7
5
5
4
3
1