Causas de la rotación del personal asesor en MVH INVERSIONES S.A.S. bajo la lógica de la matriz de Vester
No Thumbnail Available
Date
2025-06-21
Authors
Advisors
Editors
Journal Title
Journal ISSN
Volume Title
Publisher
Corporación Universitario Minuto de Dios
Type
Monografía
Rights
Acceso Abierto - http://purl.org/coar/access_right/c_abf2
Abstract
El presente trabajo tuvo como propósito analizar las causas de la rotación del personal asesor de la empresa MVH INVERSIONES S.A.S., empresa del Valle de Aburrá que se dedica a la comercialización de productos cosméticos capilares, partiendo de un análisis contextual de las razones principales por las que el personal decide desvincularse de las organizaciones. En consecuencia y con la generación de un grupo focal interdisciplinario con conocimientos en diferentes roles y experiencia relacionada al área de Gestión Humana, bienestar y Seguridad Ocupacional, todos con un enfoque alineado al mejoramiento de las condiciones físicas y mentales de los colaboradores, se identificaron 16 de las causas más relevantes que intervienen en este fenómeno llamado rotación de personal, las cuales fueron decantadas para consolidar una lista de 10 causas principales. En segundo lugar, a través de la lógica de la matriz de Vester como herramienta metodológica para determinar el nivel de influencia y dependencia de los diferentes problemas identificados y su graficación en el plano cartesiano, clasificarlos en los sub cuadrantes de este, dando como resultado causas identificadas como la mala gestión del liderazgo, los horarios extensos, las deficiencias en los procesos de selección, ausencias de programas de bienestar y ofertas más atractivas en el mercado, una problemática central o más relevante, dada por altos niveles de desmotivación y unos efectos que son disminución de la productividad, fuga de conocimiento, incrementos de los costos de selección de personal e impacto negativo en la calidad del servicio. Así mismo, se presentan acciones a seguir para el mejoramiento de las condiciones y fortalecimiento de procesos para intervenir las causas de la rotación del personal asesor como un eje estratégico que fidelice al personal, se evite la fuga de conocimiento y se mantenga en equilibrio el bienestar con la productividad.
The purpose of this work was to analyze the causes of turnover among sales advisors at the company MVH INVERSIONES S.A.S., a company located in the Valle de Aburrá dedicated to the commercialization of hair cosmetic products, starting from a contextual analysis of the main reasons why personnel decide to leave organizations. Consequently, and through the formation of an interdisciplinary focus group with knowledge in different roles and experience related to the areas of Human Management, well-being, and Occupational Safety—all with an approach aligned with the improvement of the physical and mental conditions of employees—16 of the most relevant causes involved in this phenomenon known as staff turnover were identified, which were then refined to consolidate a list of 10 main causes. Secondly, through the logic of the Vester matrix as a methodological tool to determine the level of influence and dependence of the different identified problems and their graphing on the Cartesian plane, they were classified into its sub-quadrants. This resulted in causes such as poor leadership management, long working hours, deficiencies in selection processes, lack of well-being programs, and more attractive market offers; one central or more relevant problem, identified as high levels of demotivation; and several effects, such as decreased productivity, knowledge drain, increased selection costs, and negative impact on service quality. Likewise, a set of actions is proposed to improve working conditions and strengthen processes in order to address the causes of turnover among sales advisors as a strategic axis to retain personnel, prevent knowledge loss, and maintain a balance between well-being and productivity.
The purpose of this work was to analyze the causes of turnover among sales advisors at the company MVH INVERSIONES S.A.S., a company located in the Valle de Aburrá dedicated to the commercialization of hair cosmetic products, starting from a contextual analysis of the main reasons why personnel decide to leave organizations. Consequently, and through the formation of an interdisciplinary focus group with knowledge in different roles and experience related to the areas of Human Management, well-being, and Occupational Safety—all with an approach aligned with the improvement of the physical and mental conditions of employees—16 of the most relevant causes involved in this phenomenon known as staff turnover were identified, which were then refined to consolidate a list of 10 main causes. Secondly, through the logic of the Vester matrix as a methodological tool to determine the level of influence and dependence of the different identified problems and their graphing on the Cartesian plane, they were classified into its sub-quadrants. This resulted in causes such as poor leadership management, long working hours, deficiencies in selection processes, lack of well-being programs, and more attractive market offers; one central or more relevant problem, identified as high levels of demotivation; and several effects, such as decreased productivity, knowledge drain, increased selection costs, and negative impact on service quality. Likewise, a set of actions is proposed to improve working conditions and strengthen processes in order to address the causes of turnover among sales advisors as a strategic axis to retain personnel, prevent knowledge loss, and maintain a balance between well-being and productivity.
Description
Analizar las causas principales de la rotación del personal asesor de la empresa MVH INVERSIONE S.A.S. -PONTO HAIR CLUB- mediante la aplicación de la lógica de la matriz de Vester, con el fin de proponer estrategias de intervención que mejoren la fidelización del talento humano y la productividad organizacional.
Keywords
Desmotivation, Leadership, Vester Matrix, Staff Turnover, Human Talent, Desmotivación, Liderazgo, Matriz de vester, Rotación de personal, Talento Humano