graduate student
Russian Federation
During the period of coronavirus restrictions, the issue of staff stability is of particular importance, and, as a result, the management of staff turnover. In the difficult economic situation caused by the pandemic, employers had to not only keep the team, not allowing massive layoffs, but also retain valuable workers. We conducted a survey among the quitting employees in the branches of the Volga Macroregion of the Russian Post. Based on the data obtained, the reasons for dismissal were analyzed during the period of restrictive government measures in connection with the spread of COVID-19 and immediately after the lifting of severe restrictions. The main trends in changes in employee behavior during a pandemic and their impact on staff turnover have been identified. In the course of the study, the following conclusions were made: - employees of the organization, in the context of instability in the country caused by COVID-19, are less likely to decide on layoffs, but they still occur, even in such a difficult period of a pandemic and rising unemployment and increase sharply after the lifting of severe restrictions; - the main reasons for dismissal are still "insufficient wages" and "high intensity of work, heavy physical activity", while the reasons of an everyday nature that can be endured are fading into the background. Thus, an employee makes a decision to dismiss if he is not satisfied with materially significant working conditions; - due to the peculiarities of the age structure of the organization, the change in the turnover rate, both during severe restrictions and after their relaxation, is not affected by the number of employees leaving the company due to retirement, which changes insignificantly from month to month.
staff adaptation, staff turnover, staff training, human resources, staff, staff management, pandemic, COVID-19
1. Avdeeva E.A., Emtsova T.A. Izmenenie modeley potrebleniya i proizvodstva v sovremennykh usloviyakh [Changing consumption and production patterns in modern conditions]. Tsifrovaya i otraslevaya ekonomika [Digital and sectoral economics]. 2020, I. 2 (19), pp. 69-74.
2. Brusentsova L.S., Sheina A.Yu., Mashkova A.M. Upravlenie tekuchest'yu personala banka s uchetom pokolencheskikh osobennostey [Management of staff turnover of the bank, taking into account generational characteristics]. Vestnik BIST (Bashkirskogo instituta sotsial'nykh tekhnologiy) [Bulletin BIST (Bashkir Institute of Social Technologies)]. 2020, I. 4 (49), pp. 67-73.
3. Bueno-Sánchez, L., Martínez-Molina, S., Marqués de Almeida, S., Garcés-Ferrer, J., Pérez, D., & Quílez, M. (2019). Digital inclusion of senior collectives through participatory processes of co-creation of digital tools: design of a mooc. In edulearn19 Proceedings (Vol. 1, pp. 9295-9298). Available at: https://doi.org/10.21125/edulearn.2019.2306
4. Dedov N.P. Upravlenie ekonomicheskim povedeniem v usloviyakh sotsial'nogo krizisa: pandemii covid-19. Samoupravlenie [Managing economic behavior in a social crisis: the covid-19 pandemic. Self-government]. 2020, I. 3(120), pp. 188-191.
5. Elsafty, A., & Ragheb, M. (2020). The Role of Human Resource Management Towards Employees Retention During Covid-19 Pandemic in Medical Supplies Sector - Egypt. Business and Management Studies, 6(2), 50. https://doi.org/10.11114/bms.v6i2.4899
6. Godovoy otchet AO «Pochta Rossii» za 2019 god [Annual report of JSC Russian Post for 2019]. Available at: https://www.pochta.ru/annual-reports
7. Grikhno V.V. Simonova M.V. Vliyanie trudovogo povedeniya molodezhi na tekuchest' personala [Influence of youth labor behavior on staff turnover]. Innovatsii v nauke i praktike. Sbornik statey po materialam XIII mezhdunarodnoy nauchno-prakticheskoy konferentsii [Innovations in science and practice. Collection of articles based on the materials of the XIII International Scientific and Practical Conference]. Ufa, 2018, pp. 109-115.
8. Martynenko N.K. Opyt vnedreniya meropriyatiy po uvelicheniyu vovlechennosti personala i snizheniya ego tekuchesti [Experience in implementing measures to increase staff involvement and reduce staff turnover]. Vestnik Volzhskogo universiteta im. V.N. Tatishcheva [Bulletin of the Volga University. V.N. Tatishcheva]. 2020, V. 2, I. 1, pp. 153-164.
9. Nakonechnaya U.S., Fateeva N.B. Koeffitsient tekuchesti kak glavnyy faktor upravleniya personala [Turnover rate as the main factor in personnel management]. Molodezh' i nauka [Youth and Science]. 2018, I. 2, pp. 51-55.
10. Sobyanina A.A. Analiz tekuchesti personala i meropriyatiya po ee snizheniyu [Analysis of staff turnover and measures to reduce it]. Molodezh' i nauka [Youth and Science]. 2017, I. 4-1, pp. 144-149.
11. Pryazhnikova E.Yu., Sergeeeva I.A., Mal'sagova D.M. Sovremennyy upravlencheskiy potentsial HR podrazdeleniya [The modern management potential of the HR department]. Problemy teorii i praktiki upravleniya [Problems of theory and practice of management]. 2020, I. 3, pp. 88-97.
12. Tokareva A.D. Tekuchest' kadrov kak problema upravleniya personalom [Staff turnover as a personnel management problem]. Kommunikatsionnye tekhnologii: sotsial'no-ekonomicheskie i informatsionnye aspekty. Materialy Vserossiyskoy (23 ezhegodnoy) molodezhnoy nauchno-prakticheskoy konferentsii [Communication technologies: socio-economic and informational aspects. Materials of the All-Russian (23rd annual) youth scientific-practical conference]. 2020, pp. 228-230.
13. Tsareva N.A., Tyugaev A.R. Creation of staff involvement as part of the strategic human resource management in a company. Laplage em revista, 2020, vol. 6, no.Extra-B, pp.256-260.
14. Tselyutina T.V., Litvin Yu.P. Effektivnaya sistema upravleniya adaptatsiey personala kak instrument upravleniya tekuchest'yu kadrov [An effective personnel adaptation management system as a tool for managing staff turnover]. Integratsiya nauk [Integration of Sciences]. 2019, I. 1(24), pp. 215-218.
