IIM Ranchi

Employee Attrition
Analysis Using
Data Visualization
This presentation explores the key aspects and
factors affecting attrition rate in an organization

Presented By:
Presented to:
Braj Kishan Singh - BA014-24
Prof. Sobhan Sarkar
Ragul Raj R - BA037-24
Shubham Kumar Singh - BA023-24
Yadavalli Satya Venkata Anitha - BA035-24
 CONTENTS

Problem Statement
Data Collection and pre-processing
Research Questions
Results
Dashboards
Conclusion
Reference
 PROBLEM STATEMENT
Employee attrition, or turnover, is one of the critical issues common in
most organizations. Attrition carries many implications on productivity,
morale, and the bottom line. This analysis seeks to determine the most
significant causes of employee attrition and predict which employees
are likely to leave the organization. In this way, the HR team can develop
targeted retention strategies when they know the biggest causes of
attrition.
This problem can be represented as a predictive analysis and descriptive
analysis exercise.

Descriptive Analysis: Identify key influences on attrition and trends in

demographic profiles, job roles, and performance metrics.
Predictive Analysis: Predict the attrition likelihood for current employees
based on historical data.
 DATA COLLECTION AND PRE-PROCESSING

Data Source : Collected from Kaggle

Attributes: The dataset is designed to give a holistic view of all factors

affecting the attrition of employees, such as demographics, job roles,
satisfaction scores, and compensation.

Data Pre-Processing: Since the dataset was cleaned before the

original contributors uploaded it on Kaggle, it needed minimal
preprocessing. The only preprocessing that was required was to add
an Employee ID column. This Employee ID allows one to easily monitor
and analyse individual records by making it easier to maintain proper
organization within the dataset and increase the accuracy of cross-
referencing of records across various analytical tools.
DATA COLLECTION AND PRE-PROCESSING
 RESEARCH QUESTIONS
1. What is the attrition rate of the organization?
2. Which department experiences the highest and lowest attrition rates, and how do
these rates compare across the organization?
3. How does Gender influence of attrition rate? Who are more likely to leave?
4. Do specific job roles have higher attrition rates? If yes, which roles are most impacted,
and what patterns can be observed?
5. Does income level influence attrition? Are employees with lower monthly incomes
more likely to leave the organization?
6. How does attrition vary across different age groups? Are younger employees more
likely to leave than older employees?
7. What is the effect of business travel on attrition? What category of business travel are
more likely to leave the organization?
8. How does job satisfaction influence attrition? Are employees with lower satisfaction
levels more prone to leaving the organization?
 RESEARCH QUESTIONS
9. How does work-life balance vary across departments, and does poor work-life balance
correlate with higher attrition?
10. Is there a relationship between working overtime and attrition? Are employees who
frequently work overtime more likely to leave?
11. How does educational qualification affect attrition? Do employees with specific education
levels leave more frequently?
12. How does the number of years spent in the current role influence attrition? Do employees
with longer tenure show lower attrition rates?
13. What roles has highest average monthly income and does this have influence on Attrition?
14. Are the employees loyal to the organization they working in based on number of years they
worked in that company?
15. What is the distribution of employees across different age groups, and how does attrition
rate vary with age?
RESULTS

The chart reveals that the majority of the

employees (83.88%) have not left the
company.

while only a fraction as small as 16.12% of

employees have faced attrition. This
generally exhibits that the company has
been less vulnerable to losing its workforce.
RESULTS
As indicated by the "Attrition Rate by
Department" bar chart, this is mainly in the
Sales department at 20.63%, followed closely
by Human Resources at 19.05%. R&D has the
lowest attrition rate at 13.84%.

This high attrition in Sales could be because

of high-performance pressures usually
associated with sales roles, while for HR, it
might be turnover when there is a shift in
the organizational policies or job expectation

The comparatively lower attrition in R&D

might indicate more stability in those roles,
perhaps due to technical work or
involvement over the long term in projects
RESULTS

Male attrition is 17.01%, which means

that about 17% of male employees have
actually left the company.

Contrastingly, the attrition rate for

female employees stands low at
14.80%.

This therefore indicates that female

employees are slightly more likely to
stay compared with male employees
 RESULTS

The horizontal bar chart "Attrition by Job Role" shows what are good differences in
attrition rates across job roles. The attrition of Sales Representatives is at its highest
at 33 leaving, followed by Laboratory Technicians and Research Scientists. This
pattern suggests that roles characterized as having face contact, repetitive
activities, and specialized technical skills may face greater turnover because of job
demands, lack of opportunities for growth, or a competitive job market for these
skills.
In contrast, roles like Research Director, Manufacturing Director, and Manager had
lower attrition rates. Such roles are often associated with seniority, job stability, and
possibly higher levels of job satisfaction, which contributes to lower turnover
 RESULTS
The "Monthly Income vs. Attrition" chart shows a
relationship between income levels and the rates of
attrition. Employees whose monthly income is relatively
low tend to have a higher rate of attrition compared to
those with higher incomes.

A major proportion of employees who had left the

organization falls under the category of having a lower
income bracket as shown under "Yes" for attrition.

This trend indicates that income might be a significant

reason why an employee would choose to stay in or
leave the organization. Low income could be a
dissatisfaction trigger, especially when there is perceived
inequality between compensation and the demands of
the job against the living cost.
RESULTS
The youngest employees, aged 20–30 years, have
attrition rates at 24.39%, the highest in all age groups.
This could be due to the desire of the younger
generation to seek higher career growth, better
prospects, or an improved work-life balance.
Compared to this, the attrition rate of workers aged
31–40 is relatively low, at 13.73%, indicating that such
employees might be more stable in their careers,
focusing on stability, and advancing through their
organizations.
This trend continues to even lower attrition rates for
the age group of 41–50 (10.56%) and 51–60 (12.59%),
since these employees are more likely to be in
entrenched roles and nearing retirement ages.
However, the age group of 60 and above experiences
a particularly dramatic spike with 58.82% attrition.
RESULTS
It shows that attrition for business travel may
significantly contribute to the total attrition levels.

In other words, if the employees do not travel for

business; then, the attrition rate here goes up to
11.19%, which means that nearly 11% of the people
who are not traveling have left the company. On
the other hand, for those travelling extensively, the
attrition rate is 16.87%, implying that those who
travel much more often leave the company in
comparison.

The attrition rate is even higher for employees who

travel less frequently at 29.11%. This may suggest
that rare business travel is especially destabilizing
to employee retention.
RESULTS

Employees in the low job satisfaction category

have a greater tendency to quit the organization.
To be precise, 66 out of 289 employees (22.8%) in
this category have already deserted.

The number of people leaving the organization is

more than twice the attrition rate of those who
reported very high job satisfaction. In contrast,
only 52 out of 459 employees (11.3%) with very
high job satisfaction left, showing that satisfied
employees were significantly less likely to resign.

Medium and high levels of job satisfaction also

indicate moderate attrition rates, 46 and 73
employees, respectively
RESULTS
Among those analyzed, the department with
the highest score concerning work-life balance
is Research & Development with a score of
2,619, followed by Sales with 1,256, and Human
Resources at an outstandingly low score of 184.
It follows that some departments might
provide better professional yet personal life
opportunities to employees compared to
others.

Poor work-life balance is, for example, evident

in Human Resources where employees may
find themselves overwhelmed and
unappreciated. A departmental work-life
balance score that is higher, like Research &
Development, tends to be associated with
better employee satisfaction and retention
rates.
RESULTS

Compared to those who do not, employees

who often work overtime are much more
likely to quit their jobs. For instance, from the
provided graph, it can be seen that in the line
of Research Scientist and Sales Executive,
many employees working overtime lie in the
"Yes" attrition column. This points out that
overtime working, probably linked with stress
is the significant reason for dissatisfaction
with one's job.

The attrition group that are not working

overtime are in majority belonging to the "No"
category. Therefore, they are more stable and
satisfied.
RESULTS
Those employees with qualifications in
Human Resources and Technical
Disciplines have the highest attrition rates
at 25.93% and 24.24% respectively. This
possibly hints at peculiar complications in
the concerned areas like high job
demands, industry-specific stressors, or a
job's nature mismatch with employee
expectations.

Employees with a background in Medical,

Other, and Life Sciences have the lowest
attrition rates, all in the range of 13% to
14%. These fields may cultivate greater job
stability either due to specialized skills or
higher alignment between expectations
for the job and individual qualifications
RESULTS
The "Years in Current Role vs. Attrition" chart
shows evidence of an inverse relationship
between tenure in a current role and attrition
rates. The employees with 0–2 years of tenure
in a current role have the highest attrition
rate at 27.91%, which shows that the initial
years in a position are the most susceptible
period to turnover

As tenure grows, attrition rates are gradually

reduced. Those with a tenure of 2–5 years
have an attrition rate of 16.20%, while those
from a tenure of 5–10 years shows a drop to
10.42%. The lowest attrition rate recorded is
6.54% for those employees having more than
10 years of their tenure in the same role
 RESULTS

The double line chart illustrates

the average monthly income of
employees who have remained
at the company ("No") and
those who have left ("Yes") for
each of the various job roles. It
presents interesting patterns
about the distribution of
income and attrition.

Overall, the chart displays a very clear trend of decreasing average monthly income as
one moves from higher-level job roles into lower-level jobs. This is expected because
often, higher positions are associated with higher salaries.
RESULTS

The double line chart

illustrates the average
monthly income of
employees who have
remained at the
company ("No") and
those who have left
("Yes") for each of the
various job roles. It
presents interesting
patterns about the
distribution of income
and attrition.
RESULTS
The graph illustrates the distribution of
employees in different age groups and
changes in attrition rates with age. The
maximum employees are concentrated in
the age bracket of 31-40 years, which
includes 619 employees.
The second most significant group
accounts for 369 employees who fall
within the age bracket of 20-30 years. The
number of employees decreases slowly as
age increases, with 322 employees in the
41-50 age group and 148 in the 51-60 age
group. The smallest segment is the 60+
age group with only 17 employees. This
distribution indicates that the labour force
is mainly younger, with fewer employees
in older age groups.
DASHBOARD
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 CONCLUSION

An examination of the dashboards reveals a number of factors that lead to

employee attrition in the company.

The most significant drivers of attrition are tenure, job satisfaction, compensation,
career progression, work-life balance, and business travel.

In countering these issues, the company should emphasize employee

engagement, provide for opportunities to grow and develop further, offer
competitive pay and compensation packages, and implement strong work-life
balance programs.

Therefore, by taking a proactive approach and addressing these factors, the

company can improve its employee retention significantly, reduce costs
associated with turnover, and also enhance overall organizational performance.
REFERENCE