How to reduce employee turnover Reading Answers

How to reduce employee turnover reading practice test includes 13 questions, which cover three different types of questions. Here, we’ve not only mentioned the answer, but also provided their explanation with location. This article provides helpful information that enhances your comprehension and makes it easier for you to grasp the correct answers.

Given question types are, Summary Completion Questions, True/False or Not Given, and Multiple Choice Questions. 

Table of contents:

• Solution for How to reduce employee turnover
• How to reduce employee turnover IELTS reading practice Test
• Passage
• Questions
• Answers with Explanations

Solution for How to reduce employee turnover

In order to improve your understanding and problem-solving, it is advisable to compare your reading answers with the provided How to reduce employee turnover reading answers. You can directly p    refer provided answers to check yours and you can locate your mistakes as well. This exercise will guide you to develop your comprehension questions effectively.

Answer Table 

1. annual costs	5. savings	9. A	13. J
2. turnover costs	6. Not Given	10. D
3. plan	7. Yes	11. E
4. guest satisfaction	8. Yes	12. H

How to reduce employee turnover IELTS Reading Practice Test - Exam Review

Check out our YouTube Channel to Practice Full-Length IELTS Reading Tests Daily

The answers provided for How to reduce employee turnover IELTS reading answers will serve as valuable resources to enhance your skills. In order to solve Summary Completion and True/False or Not given, focus on keywords and the meaning of sentence, and for Multiple Choice Questions use elimination technique, and find your correct answer at last. Through regular practice and dedication, you can achieve your target band score.

Passage

The reading passage of How to reduce employee turnover is provided here. Read the whole passage and respond to the questions carefully, and check your responses with How to reduce employee turnover answers with location.

How to reduce employee turnover

1. The chief executive of a large hotel became aware that his company was experiencing annual employee turnover of about 60 percent, at an annual cost estimated between $10 to $15 million. This large amount of money was calculated based on three factors: the money spent hiring and training replacements; the cost to the business in lower productivity due to employees becoming familiar with the requirements; the cost to the business in lower productivity due to employees becoming familiar with the requirements of their new job; and reduced occupancy rates, due to poor guest satisfaction levels.
2. The Chief Executive knew that in order to save his company, he had to reduce the high turnover costs. Making up for the lost income due to turnover is not an easy task and many companies have not declared war on unwanted employee turnover because they have not taken the time to work out the costs of lost revenues and productivity. But the hotel boss decided to tackle the issue head-on by implementing a 4 point plan, the hotel first took the time to calculate their turnover costs; secondly to evaluate the main causes for the staff turnover and; thirdly to discuss some of the solutions to the problems and lastly to prioritise actions and evaluate future returns following implemented changes. 
3. Within a two-year period, the results were significant. The annual employee turnover was reduced by 78 percent and this impacted upon down time due to training and guest satisfaction. The result was a $10 million savings for the company. 
4. Because most do not know the root causes of employee turnover and costs have often not been accurately estimated, causes are usually not known. As a result, solutions are commonly not targeted at a company’s individual, specific causes. The following is an examination of what the Chief Executive did to turn the hotel around.  
5. Two factors were considered in relation to the calculation of costs: those departments who had the highest rates of turnover and those whose turnover had the greatest potential effect on profit. After some investigation it was shown that some of the positions with the highest turnover rates such as cleaners and gardeners did not carry with them high associated costs. In fact, what was revealed was that only’ 6 percent of employees accounted for 43 percent of the turnover. Positions that involved a substantial amount of time in training were the ones that attracted the highest costing. Analysis revealed that those positions within the hotel which had the greatest impact on profit were people like the front office receptionists and those working in accounts. 
6. As unusual as it may sound, it is now a common understanding that offering employees more money is not necessarily a good solution to high employee turnover – often they leave because they simply dislike the work. Therefore, it was important to tackle the analysis from the perspective of what were the chief causes for staff leaving. A holistic approach was undertaken and several key findings emerged. The hotel found that fundamentally they adopted poor recruiting and selection practices. For example, it was shown that almost 35 percent of the cleaning staff left after the first week and a further 25 during the first month. Candidates were being oversold by recruiters and left soon after they encountered unrealistic job expectations.
7. Devising solutions to these issues was the other half of the equation. As far as recruiting was concerned, they changed their approach by getting personnel from the hotel to handle it. Once this change was made, the attrition rates decreased substantially. To add to employee motivation, new staff were made aware of the mission and goals of the organisation and how they would be paid above industry standard for striving to attain hotel values. New staff were shown where the hotel was heading and how they would have a guaranteed, stable employment situation with a major force in the hotel industry' - it was even suggested that after a period of employment, new staff might be given the opportunity to contribute to organisational goal setting. They had been losing many of their employees during the first month or two of employment, so they made new staff aware that bonuses would be offered to newly-hired employees at the end of their first three months which greatly assisted in goal setting. Staff luncheons and the in-house volleyball and basketball competitions remained an effective part of staff unity and development and a support program was also introduced to help all staff with any job-related issues which gave employees a heightened sense of being cared for by the establishment. 
8. Another area of change which proved successful was the introduction of the Valuable Employee Program (VEP). When a person was employed in the past they were assigned a senior member of staff who assisted them with getting used to their new job. Due to the limitations of the senior member's position however, they were often not in a position to explain any details regarding future advancement. Now, when staff are employed, they are clearly told what is expected in the job and where it might lead for the right candidate. Hotel surveys revealed that over 30 percent of employees were not satisfied with the career opportunities in their current jobs so the articulation of the definite and realistic opportunity for advancement through the VEP led to a major decrease in employee attrition.
9. Once the ship had been righted and the relative returns on human resource investments had been calculated, setting priorities became a formality. Although at first a daunting task, the enormous cost of employee turnover offered an excellent opportunity for the hotel to improve profitability. 

Questions

Questions 1-6

Complete the summary below of paragraphs A-D of Reading Passage. 
Choose ONE OR TWO WORDS from the passage for each answer. 

Training new employees; down time as new employees get used to their new job; and unfavourable guest satisfaction levels all led to a large 1. ____________ for a large hotel. It was determined that the solution to these problems was in the reduction of the company’s 2. ____________. The hotel addressed these issues in 4 ways through the implementation of a 3. _____________. The efforts of the hotel chief executive decreased down time and reduced employee turnover which, in turn resulted in improvements in 4. _____________ The company position was improved by $10 million. It is not common for big companies to experience such 5. _________.

Questions 6-8

Do the following statements reflect the claims of the writer in Reading Passage?

YES                     if the statement reflects the claims of the writer
NO                      if the statement contradicts the claims of the writer
NOT GIVEN        if it is impossible to say what the writer thinks about this

6. It was surprising that positions with the highest turnover were not connected to high costs.
7. There was a clear connection between high costs and length of training.
8. New employees were given an incorrect description of their job.

Questions 9-13

Reading Passage gives FIVE effective changes that the hotel introduced for staff
Choose these changes from the list A-K below.

CHANGES

1. discussed future plans
2. introduced regular staff luncheons
3. started a regular sports program
4. clearly defined job expectations
5. did their own staff recruiting
6. built new sporting facilities
7. involved new staff in goal setting
8. offered bonuses to proven, committed new staff
9. began meeting regularly with new staff
10. implemented a support program
11. began recruiting through an employment service

Answers For How to reduce employee turnover With Explanations

Reviewing the provided How to reduce employee turnover reading answers with explanations, by understanding the correct answers and their specific locations in the passage will enhance your overall learning and problem-solving abilities. By engaging in this practice, you can strengthen your understanding and improve your performance. 

1. Answer: annual costs
Explanation: In Paragraph A, the writers mentioned that, ‘The chief executive of a large hotel became aware that his company was experiencing annual employee turnover of about 60 percent, at an annual cost estimated between $10 to $15 million. This large amount of money was calculated based on three factors…’ 

2. Answer: turnover costs
Explanation: In Paragraph B, the writers mentioned that, ‘The Chief Executive knew that in order to save his company, he had to reduce the high turnover costs.’

3. Answer: plan
Explanation: In Paragraph B, the writers mentioned that, ‘...But the hotel boss decided to tackle the issue head-on by implementing a 4 point plan,...’

4. Answer: guest satisfaction
Explanation: In Paragraph B, the writers mentioned that, ‘The annual employee turnover was reduced by 78 percent and this impacted upon down time due to training and guest satisfaction.’ 

5. Answer: savings
Explanation: In Paragraph C, the writers mentioned that, ‘The result was a $10 million savings for the company.’ 

6. Answer: Not Given
Explanation: There is no related information given here.

7. Answer: Yes
Explanation: In Paragraph E, the writers mentioned that, ‘Positions that involved a substantial amount of time in training were the ones that attracted the highest costing.’ 

8. Answer: Yes
Explanation: In Paragraph F, the writers mentioned that, ‘Candidates were being oversold by recruiters and left soon after they encountered unrealistic job expectations.’ 

9. Answer: A
Explanation: In Paragraph G, the writers mentioned that, ‘...new staff were made aware of the mission and goals of the organisation and how they would be paid above industry standard for striving to attain hotel values. New staff were shown where the hotel was heading and how they would have a guaranteed, stable employment situation with a major force in the hotel industry'...’ This directly relates to future plans for the new staff.

10. Answer: D
Explanation: In Paragraph H, the writers mentioned that, ‘Now, when staff are employed, they are clearly told what is expected in the job and where it might lead for the right candidate.’ 

11. Answer: E
Explanation: In Paragraph G, the writers mentioned that, ‘As far as recruiting was concerned, they changed their approach by getting personnel from the hotel to handle it.’ 

12. Answer: H
Explanation: In Paragraph G, the writers mentioned that, ‘...so they made new staff aware that bonuses would be offered to newly-hired employees at the end of their first three months which greatly assisted in goal setting.’ 

13. Answer: J
Explanation: In Paragraph G, the writers mentioned that, ‘Staff luncheons and the in-house volleyball and basketball competitions remained an effective part of staff unity and development and a support program was also introduced to help all staff with any job-related issues which gave employees a heightened sense of being cared for by the establishment.’ 

Other Reading Tests

• Transition care for the elderly reading answers
• One who hopes reading answers 
• Emergency Procedures Reading Answers