Mitigating high employee turnover through job redesign: a diagnostic study at LANA Digital

Abstract

This study critically investigates the predominant high turnover of employees at LANA Digital, a boutique creative agency in Can Tho City, which recorded a 58.8% turnover in 2024. The study had observed high degrees of turnover in workforce turnover mainly due to the overwhelming workload in the position of account executive resulting in client attrition and revenue stagnation. Adopting Problem Solving in Organizations (PSO) framework, the study utilizes a multi-methodological diagnostic approach, which includes Business Process Modeling (BPM), Quantitative Task Analysis, and in-depth interviews in identifying the underlying causes of this problem. The findings of diagnosis suggest "Role Overload & Ambiguity" as a critical systemic shortfall. The diagnosis also explains that these personnel have resumed the role of strategic consultant, technical optimizer, and assistant at the same time. Quantitative analysis revealed that approximately 34% of an Account Executive's capability was wasted largely on non-strategic administrative work and certain technical aspects. Consequently, as mitigation strategies, the thesis proposes a "Synergistic Hybrid Strategy," with Job Redesign as the focus, specifically through Internal Reallocation together with Empowerment, which will achieve a "Zero-Cost Role Transformation" by switching administrative and technical tasks to HR and Marketing while providing Account Executives with greater decision-making empowerment. The proposed solution is expected to capture back about 29% strategic capacity to balance the workforce and improve operational efficiency without putting any extra financial load on the company.