Análisis de los factores que influyen en la rotación del personal en la empresa Servilima S.A.S., en Bogotá D.C., durante el año 2025

Abstract

This project investigates the dynamics of operational staff turnover at Servilima S.A.S. The research was prompted by an unusual increase in employee terminations between January and April 2025 in Bogotá, D.C. A situation that affected productivity and the work environment and increased recruitment and training costs. Rather than simply viewing turnover as a strictly salary-related issue, the project argues that an employee’s retention is linked to the human experience within the organization: the leadership style of supervisors, the effectiveness of communication, motivation, recognition, and opportunities for growth. Thus, the central question seeks to determine which of these factors carry the most weight when deciding whether to stay with or leave the company. The analysis reveals that turnover is strongly linked to leaders who lack management skills, failures in internal communication, a lack of recognition for effort, limited growth opportunities, and a weak wellness program. Leading experts in talent management and organizational behavior—such as Chiavenato, Robbins and Judge, Herzberg, Maslow, Schein, Litwin and Stringer, and Meyer and Allen—agree that employee loyalty is achieved when their personal, motivational, and work-related needs are respected. It is recommended to train supervisors in various soft skills, implement recognition programs, and establish a robust wellness plan. Only in this way will Servilima S.A.S. be able to retain talent, improve the organizational climate, and ensure its competitive sustainability.