Case Study Of The High Turnover Problem In The 401-K Department

1437 Words 6 Pages
During the 2013-2014 annual enrollment year at Aon Hewitt, many supervisors mentioned that there is a high turnover problem in the 401-K Department. When there is a hiring need, contingent employees who are working in the Health and Welfare Department are usually selected to work in the 401-K Department. However, after being transferred, employees are often working with staff whom they were not previously linked with or relied on for support due to the fact that after being transferred many contingent employees usually either: transfer back to the Health and Welfare Department, transfer to the Dependent Verification Department, or leave the organization if those options are not available. Various employees have mentioned to me that working in the 401-K Department does not fit well with their career aspirations and skills. Employees have also stated that there are other organizations show more promising signs of career growth; as a result, they are willing to sacrifice their career at Aon Hewitt.
Links: The lack of embeddedness in the 401-K Department is a major cause of high turnover. Many of the employees who are
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This theory illustrates that too much focus on business efficiency and not enough on employee desires can be detrimental to an organization’s vision. The 3 dimensions of job embeddedness manifest how mistakenly neglecting employee links, not accurately measuring employee fit, and not explicitly revealing what an employee has to sacrifice when considering leaving an organization can collectively prevent a department from flourishing to its full potential. Overall, Aon Hewitt is a large organization that can be difficult to manage. Yet, considering the three dimensions of job embeddedness can not only benefit 401-K Department employees but the organization as a

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