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Turnover by occupation group

Another reason for the difference in turnover by department is the variation in occupational composition of their workforces. For example, certain groups such as leadership and management have lower turnover than occupations such as policy analysts, contact centre and clerical and administrative staff. Specialised roles also have low turnover as there is less scope for these skills to be transferable. Departments that feature at the lower end of the unplanned turnover spectrum, such as Government Communications Security Bureau, New Zealand Customs Service, and the Ministry for Primary Industries all have a large number of roles that are specific to their area of expertise.

Table 5.2 shows core unplanned turnover by occupation group. The ‘Manager' group and the ‘Inspectors and Regulatory Officer' group have the lowest turnover rates in the Public Service. The ‘Inspector and Regulatory Officer' occupational group contains specialised roles, such as customs officers and security and intelligence officers, which generally have lower turnover than the general workforce. The ‘Manager' group contains senior leaders and the management pool. This group traditionally has longer tenure within specific roles than the rest of the workforce.

Table 5.2 Core unplanned turnover by occupation group, June year 2011-2015

HRC customised occupation groups

2011

2012

2013

2014

2015

Managers

8%

9%

9%

9%

8%

Policy Analysts

15%

15%

15%

16%

16%

Information Professionals

10%

11%

11%

11%

12%

Social, Health and Education Workers

10%

11%

10%

10%

10%

ICT Professionals and Technicians

16%

16%

11%

9%

11%

Legal, HR and Finance Professionals

13%

13%

12%

13%

15%

Other Professionals not elsewhere included

10%

11%

9%

11%

10%

Inspectors and Regulatory Officers

8%

8%

9%

8%

9%

Contact Centre Workers

13%

15%

14%

15%

14%

Clerical and Administrative Workers

12%

14%

12%

12%

13%

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