Tài liệu Millennials turnover & retention of commercial function in nielsen vietnam

1 UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business ------------------------- Tran Ngoc Quynh Anh MILLENNIALS TURNOVER & RETENTION OF COMMERCIAL FUNCTION IN NIELSEN VIETNAM MASTER OF BUSINESS (Honours) Ho Chi Minh City – 2016 2 UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business ------------------------- Tran Ngoc Quynh Anh MILLENNIALS TURNOVER & RETENTION OF COMMERCIAL FUNCTION IN NIELSEN VIETNAM ID: 22140002 MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: Nguyen Thi Mai Trang Ho Chi Minh City – 2016 3 Executive Summary Employee’s turnover & retention has been a big concern for employer, which may impact very much on the business performance time by time. While employer continues their search for good talents in Generation X to fill the job openings that Baby Boomers leave vacant when retiring from the workforce, it is the time for Millennials to enter the workforce, which value different things from other generations. Therefore, this is the required action for employers to understand and appreciate the qualities and values of this cohort in order to for them to be loyalty with the company and for employee to retain them. This is also the biggest concern of Nielsen Vietnam in general and Human Resources department of Nielsen Vietnam in specific, when the Young Millennials is the big focus, the big investment in Nielsen – the leading market research company in Vietnam. This research will identify and outline the reasons why Millennials in Commercial Function of Nielsen Vietnam decided to leave the company and what are the considerable reasons that they decided to stay. Also, some of the proposed solutions and strategies have been build and developed in order to retain Generation Y. The methodology used in the thesis is the qualitative research design, which we use in depth interview with 8 respondents from 4 main groups. Moreover, The secondary data of leavers, Millennials turnover analysis and insights about the reasons of Millennials leaving, which were implemented by Human Resources in Nielsen Vietnam will help to provide the overall picture of Millennials turnover commercial function in Nielsen Vietnam and the solutions to solve the issue. 4 Acknowledgments Without the encouragement, guidance and support of Professor Nguyen Thi Mai Trang and Professor Nguyen Dinh Tho, the entire master-level project would not be possible. I would like to send my appreciation to my advisors. It has been a pleasure working with you on this project. I would like to thank my friends and family for greatly supporting me while I was working on my research. Your patience, understanding and respect were greatly appreciated. 5 TABLE OF CONTENTS Executive Summary....................................................................................... Error! Bookmark not defined. Acknowledgments .......................................................................................................................................... 4 LIST OF TABLES ......................................................................................................................................... 6 1. INTRODUCTION ....................................................................................................................................1 1.1. The Nielsen Company and Nielsen Vietnam...........................................................................................1 1.2. Nielsen Vietnam structure .......................................................................................................................2 2. PROBLEM CONTEXT ...........................................................................................................................4 2.1. The Millennials status in the workforce ..................................................................................................4 2.2. The Millennials turnover status in the market research service industry ................................................8 2.3. The Millennials status of the Commercial function in Nielsen Vietnam ................................................9 3. PROBLEM IDENTIFICATION ............................................................................................................19 Factor of Work-life balance: ..................................................................................................................23 Factor of Compensation & Benefits: ......................................................................................................26 Factor of Engagement: ...........................................................................................................................27 Factor of Reaching career goal quickly:.................................................................................................29 Factor of Leadership style: .....................................................................................................................29 Cause-and-effect tree..............................................................................................................................31 4. CAUSES OF THE PROBLEM ..............................................................................................................35 5. ALTERNATIVE SOLUTIONS .............................................................................................................36 5.1. The first alternative solution: Human Resources team to speed up the current recruitment process. ...37 5.2. The second alternative solution: The line managers assign or allocate the appropriate workload to members in the team ............................................................................................................................40 5.3. The third alternative solution: Improve the Onboarding Program ........................................................42 5.4 The fourth alternative solution: Reorganize the time & task management training sessions .................46 6. ORGANIZATION OF ACTIONS AND SUCCESS MEASUREMENT ..............................................50 6.1. Actions from the organization: ..............................................................................................................50 6.2. Success measurement after taking actions:............................................................................................54 7. CONCLUSION ......................................................................................................................................55 8. SUPPORTING INFORMATION ..........................................................................................................56 REFERENCE ...................................................................................................................................................86 6 LIST OF TABLES Table 1. Talent Acquisition Report updated in June 2016 ................................................................................. 10 Table 2. Recruitment - Referral from Existing employees & universities ......................................................... 11 Table 3. Analytics of Commercial function’s turnover rate ............................................................................... 15 Table 4. Analytics of tenure of existing millennials ........................................................................................... 16 Table 5. Analytics of tenure of Millennials leavers ............................................................................................ 17 Table 6. Exit Survey Report in 2015 – Commercial team .................................................................................. 22 Table 7. Exit Survey Report in 2015 – Commercial team ................................................................................. 22 Table 8. Recruitment Tracking Report .............................................................................................................. 38 Table 9. Recruitment cost per new hire ............................................................................................................. 40 Table 10. Training cost for line manager on obtaining the negotiation & allocation skills ............................... 42 Table 11. Tenure of existing millennials ............................................................................................................ 43 Table 12. Tenure of Millennials leavers ............................................................................................................ 44 Table 13. Training cost per new hire .................................................................................................................. 45 Table 14. Training Participation rate report ....................................................................................................... 46 Table 15. Training cost for time & task management per Commercial associate .............................................. 48 Table 16. Action Plan ......................................................................................................................................... 52 Table 17. Recruitment Expectation and Operation in Nielsen Vietnam............................................................. 54 LIST OF FIRGURES Figure 1. Nielsen Vietnam structure ..................................................................................................................... 2 Figure 2. The U.S Labor Force by generation from 1995 to 2015 ....................................................................... 4 Figure 3. Millennials Believe in life at work ........................................................................................................ 6 Figure 4. What Work-Life Balance means to Millennials .................................................................................... 7 Figure 5. Nielsen Vietnam workforce by age & generation ............................................................................... 13 Figure 6. Nielsen Vietnam workforce by age & generation – Commercial Function ........................................ 14 Figure 7. Exit Interview Report in 2015 – Commercial Function ...................................................................... 20 Figure 8. Exit Interview Report in Q1&Q2, 2016 – Commercial Function ....................................................... 21 Figure 9: Cause and effect Tree .......................................................................................................................... 31 1 1. INTRODUCTION 1.1. The Nielsen Company and Nielsen Vietnam The Nielsen Company, operates as a market research agency, has more than 41,000 associates and operates in more than 100 countries spread across Africa, Asia, Australia, Europe, Middle East, North America, South America and Russia. It is known as 93 years of non-stop innovation company, with the first marketing research and performance survey was produced in 1923 to the leading market research company in the world was announced nowadays. In particular, Nielsen is the world’s leading provider of marketing information, audience measurement and business media products and services, named number 1 of top 50 largest market research films in the world.1 Nielsen’s passion and the very heart of the business are once clients are eyeing in the next town or across countries; they understands the importance of knowing what consumer watch and buy, in order to deliver critical media and marketing information, analytics and industry expertise to clients. From that, they help clients maintain and strengthen their market positions and identify opportunities for profitable growth. The mission of Nielsen are to provide clients with the most complete understanding of consumers and markets worldwide, never stops developing better solutions to help clients meet the need of today’s consumers and find out where they are headed next. Nielsen people lives for the values of the company, including: Open, Simple and Integrated. In details, be open, in term of speaking candidly and authentically, sharing information freely, being receptive to change and easily adapt, accepting and acting upon feedback without being defensive. Be simple, in term of removing obstacles to complex problems, communicating in plain and simple to understand language, resisting over analyzing information, simplifying and taking work out of processes. Be Integrated, in term of building collaborative relationships within own team and across businesses or geographies, challenging operating in a “siloed” or insular manner and willingly developing, promoting, “export and import” talent from other parts of Nielsen. Established in 1993, Nielsen Vietnam has become the country’s leading provider of marketing and consumer information, offering strong capabilities and local knowledge across qualitative, 2 quantitative, media and retail measurement led by teams covering Fast Moving Consumer Goods, Consumer Products, Automotive, Finance, Pharmaceuticals, Real Estate and Tourism, Telecommunications, Industry and Manufacturing. Nielsen Vietnam has over 2,400 employees and contractors in all 64 provinces; Ho Chi Minh City is the place where headquarter located. Moreover, Nielsen Vietnam has 5 other representative offices, such as: Ha Noi, Hai Phong, Da Nang, Nha Trang, Can Tho. Nielsen Vietnam has the in-house operations with around 1000 employees that help to deliver the operation excellence for the company’s business. People at Nielsen Vietnam mentioned a lot about the Nielsen experience, including: “I can be myself”, “I can make differences” and “I can grow with Nielsen”, which encourage them to work and continue contributing to the company. 1.2. Nielsen Vietnam structure Figure 1. Nielsen Vietnam structure (Source: Nielsen Vietnam Human Resources) In Nielsen Vietnam, there are 3 main functions, such as: Commercial, Operations and Core Functions. In Core Functions, there are some different teams like: Finance, Information technology, Human Resources and Marketing & Communication, which indirectly support for 3 the demand of the business. Each department goes with different operation methods, but aligns with the main objectives and strategies of the company. In Commercial and Operations, the structure is divided based on the services that Nielsen is offering, including: Retail Measurement Service and Consumer Insights. And the Operation team (Production) supports for Commercial team (Sales) to bring the valuable contracts to the company. This thesis focuses on the research of the Commercial function, which has the responsibility to bring the revenue directly to the company. In the Commercial role at Nielsen Vietnam, they are the ones who make the selling, marketing, researching and consulting job when working with clients. Therefore, it is easy to say that they are valuable assets and play key roles in the company and their contributions are extremely important in Nielsen business’ growth. So what is the meaning behind their work to make them so valuable and important to the company? The consumer’s world today is vast and interconnected. Every time consumers glance at the TV, computer, mobile phone or tablet, every time they enter stores, they are generating thousands of data points. Over time, these data points tell a story, which is about what influences consumers to make a purchase or consume content, and it is enough to create a market of potentially loyal consumers of the products or content. And Nielsen people’s main role is to make something of that data, such as to organize it in a way that is usable, practical and meaningful for our clients. And information is the number one input to decision making and it is the fuel for growth, the leading ingredient needed to uncover unmet need and deliver against it. Therefore, those who are able to pass the recruitment round and join in Commercial team of Nielsen Vietnam need to have some specific skillsets and requirements, which are so rare in the market, in order to deliver the best insightful information to the clients. They influence the marketing and sales decision of the clients, they are involved in planning period, launching period, and execution period of the clients to make sure that the provided information or consulting works well and bring the revenue back to the clients. Moreover, the market research major is not popular in Vietnam and this subject is not well educated in Universities Vietnam, so it is very hard to recruit the right people to Nielsen in general, to the Commercial team in particular. Therefore, it is even harder to retain them in Nielsen as they understand clearly and get into the business of the clients, they have the unique knowledge 4 about the Vietnamese market, and they own the awesome skillset that not many people in Vietnam workforce luckily have, that’s why Nielsen Vietnam needs to focus on people retention strategy in order to keep the talents staying and developing at Nielsen Vietnam. They are such incredible assets of Nielsen in general and Nielsen Vietnam in specific. 2. PROBLEM CONTEXT 2.1. The Millennials status in the workforce The Millennials generally refers to the generation of people born during 1980s to arowund 2000; they are also known as the generation Y, as they come after the Generation X (born from the early 1960s to mid 1970).2 Millennials have been entering the employment in vast numbers and have become the key group of employee in the workplace. The Bureau of Labor Statistics stated that Millennials will be the largest generation in the workforce by the end of 2015.3 In particular, when the clock clicks 2015, three of four workers across the globe will be from the generation Y.4 Moreover, the Pew Research Center3 showed the U.S Labor Force by generation from 1995 to 2015 in the below chart, which provides the strong evident that Millennials have now surpassed Generation X to become the largest generation in the workforce and really matters to the workforce nowadays. Figure 2. The U.S Labor Force by generation from 1995 to 2015 (Source: Pew Research Data) 5 Mrs. Nguyen Huong Quynh - Managing Director of Nielsen Vietnam has reported in the Youth Campaign about the Millennials generation: The Millennials generation accounts for 24% of the global population, as well as Millennials in Vietnam accounts for 30% of the current population. Moreover, the current status has been kept in the next 10 years based on the Demographical fragmentation in Vietnam. In 2010, the biggest group of age was from 15-29, which is under Y generation and it is anticipated to move this biggest group to 25-39, which is also under Y generation. Millennials came onto the scene after generation X and instead of unstable home life that many people belong to generation X experienced, Millennials had parents who focus on giving them structure through planned activities and constant encouragement.5 Millennials generation was born into an economic boom and graduated into a major bust, they are the most educated and technologically savvy generation ever and arguably a highly sheltered and structured generation.4 Even Millennials is the youngest generation in the current work force, they have been successfully initiating change across the globe for years.6 They are a diverse generation with an open mind and acceptance for differences in race, gender, ethnicity, and sexual orientation.7 According to Bartley et al.8 Millennials can multitask, they acknowledge the priorities, as well as want a relationship with their boss, especially they want to be challenged to prove themselves to others. Sujansky et al9 stated that Generation Y bring new perspective, new style to the workforce, but if organization are not willing to adapt, the risk losing billions of dollars to unwanted turnover and lost productivity. The expectation of the employers on previous generations, who are willing to work long hours so as to complete the assignment or get the job done, needs to be adjusted once they start recruiting new generation to the organization. For the generation Y, they have different outlooks on work-life balance, which forces employers to look at back the recruitment strategy, redesign the expectations when recruiting this generation. For Millennials, work-life balance may even mean more than salary.9 Deloitte5 reported that when it comes as the future career opportunity, Millennials attach the most importance to a good work-life balance. 6 Figure 3. Millennials Believe in life at work (Source: Deloitte) In addition to other criticisms, previous generations said that Millennials seem unwilling to work hard, they try to find the way to enjoy their personal life more than the professional life, which annoy Baby Boomers and Generation X a lot.11 However, to Millennials, the term of “work-life balance” does not mean the same thing as that defined from previous generations, so what work-life balance means to Millennials? Henrik Bresman11 found that Millennials drive for work-life balance, but this clearly means work-me balance, not work-family balance. In general, three strongest factors are suitable to define was “enough leisure time for private life” (57%), followed by “flexible working hours” (45%) and “recognition and respect for employees” (45%). 7 Figure 4. What Work-Life Balance means to Millennials (Source: HRR.ORG) With the same perspective, Myers et al.5 stated that Millennials confirms that work-life balance is a high priority for them and they score higher on the importance of leisure time than Baby Boomers. From that, it is easy for people to conclude that Millennials as selfish or as the generation showing low dedication or commitment to the company and sometimes they have the stereotype of lazy and wasters. However, from a different perspective, De Hauw et al.12 stated that, although they value worklife balance, they would put extra time and effort to work when needed, they will shorten their social time at work such as breaks, in order to ensure the company succeeds. For this generation, they would like to have work life integration, they would like to bring their personal life into their work life, they have trend to share, to talk and get advices from people at work. If any company can provide them that kind of environment, they can work even more than the work expectations. In addition, Baby boomers generation or generations X is leaving the workforce increasingly. In order to make sure that the business runs smoothly, organization need to find and get into the current workforce so it is required for all organizations not only to understand this 8 generation, understand their thoughts, their philosophy, their values, but also adapt their cultures, their work styles. 2.2. The Millennials turnover status in the market research service industry The turnover status of market research companies has not been revealed due to the security of the company and it as well may impact to the general business of the company. However, based on some of the opened speeches from representatives of some market research companies and market research department of the company, it is not really a big issue for them to handle at this stage as it is not the high priority, based on the facts of their companies. However, this should be a big warning for Nielsen as the situation is not that good, compared to other companies in the same industry. Mrs. Nguyet Vo, Human Resources manager of Nielsen Vietnam stated the fact that: When I joined the Human Resources committee or club outside and Human Resources member from the market industry openly shared that in market research industry, Millennials have trend to stay in two years and a half to three years in the current company. Generation Y employees have high expectations for being trained well, and they feel that this is a very important part of their experience 13 and they will leave when they think that they have learnt enough. Also, for local companies, Millennials in those companies have trend to stay longer as there are no significant differences between staying in the current companies and moving to another place, in term of skillset, experience and salary package. In service industry in general and in market research in particular, Millennials stay with the current company average around 2 years and a half or 3 years before moving to another organization. Mrs. Ha Ho from Human Resource manager of TNS Vietnam, which is a market research agency, made a speech in the Vietnam Human Resources Group sharing session in March 2016 with the topic of the Millennials Career Orientation. She stated that: The Millennials generation generally has trend to leave the company in around 3 years and this trend is applied exactly the same in TNS, just some special cases that they decided to leave after 2 year working due to further education. Moreover, Millennials generation focuses not only on their professional life, but also on their personal life more than that in the previous generations, they will do something that make them happy than simply earn the money. Joining the discussion, Mr. Pham Binh Duong - Human Resources Business Partner from Epinion - another market research company, raised his voice about the agreement on this perspective. Moreover, he stated that “many sharing and training sessions for Millennials with 9 the topic relating to the work and time management were conducted to ensure the work-life balance, which impact very much on the leaving trend of the generation Y”. He shared verbally about the trend at work of millennial in general and in Epinion in specific. Millennials from operation department have trend to stay with the company for long run due to the nature of job, but Millennials from sales department have trend to leave earlier, they leave after two years and a half working in the agency. Some of the key reasons that generation Y decided to leave the company, including: getting another job offer with higher salary, the leadership from the manager, and would like to get faster promotion. The Epinion always shared them some of the opportunities if they stay, but once the motivation is too big, they decided to leave without careful consideration. However, the percentage of Millennials leaving Epinion is not too much, so it is not the big issue of the company at this stage. Sharing the same perspective, Human resources from some companies stated that it is not a big issue in the research department of their companies, the turner of staying is around three years and a half, which is not critical. 83% Millennials in the company raised their voice in the annual survey that they are happy with the current job and not yet have intention to leave the job. Even the signal is quite good, but they always take care millennial very carefully to make sure that nothing bad comes unexpectedly. 2.3. The Millennials status of the Commercial function in Nielsen Vietnam The market research major is not popular in Vietnam, this subject is not well educated in Universities in Vietnam and this industry is so new in Vietnam as well. That’s the reason why Nielsen Vietnam could not recruit local experienced associates due to the quality of the candidates, they need to recruit those who get well trained or well educated in market research field from many other sources and channels. They are workers who have worked abroad in the market research agencies or those who have worked in the research department of companies, or they even are expatriates who have studied and worked in the market research field. The quality of the candidates from this source is quite good, but the number of candidates was not many, and Nielsen Vietnam needs to pay them with big package if really want to get them in the team. From that, the recruitment strategy of Nielsen Vietnam needs to be changed in order to meet the business requirement. They invest in young people, who studied abroad with the market 10 research major or those have just graduated from universities with some of the relevant majors which meet Nielsen’s requirements, including: Marketing, Finance, Accounting, Math & Statistics, Audit, ect and welcome for those who are really interest in the market research field and keen on becoming the researcher in the long run. Based on the talent acquisition report and analysis from Nielsen Vietnam, the percentage of qualified candidates that Nielsen can get from referral channel was 25% above total qualified candidates in 2013, 21% in 2014, 22% in 2015 and 26% for the annualized 2016. Table 1. Talent Acquisition Report updated in June 2016 (Source: Nielsen Vietnam Human Resources) The referral is counted not only from the recommendations of universities abroad, but also from the recommendations of existing employees whom their friends has the same interest in market research field. In order to get many recommendations from the universities abroad and the existing employees, it takes Nielsen Vietnam such a long time to build up the strong foundation, get the belief from representatives of universities abroad and current employees. For foreign universities, Nielsen Vietnam signs off the cooperation agreement, in term of partly making sure the output of those universities, recruiters get their students in the first round and treat their students as the priority. Representatives from universities support to pick the suitable applications from both current students & alumni, and then transfer to Nielsen Vietnam for further steps. For current employees, Nielsen Vietnam launched the Employee 11 referral programs in order to create the motivation for existing employees to share and rush in referrals. Employee referral is one of the proven sources of high-quality talent and a key pillar in the attraction strategy. Employee referrals also deliver a host of many other benefits including reduced cost-of-hire as well as retention of both new hire and referral. Around 80% employees of commercial function are Millennials, so they have trend to recommend the friends in their networks, who are very young, active and dynamic. In general, around 80% of people joining Nielsen by referral channels are Millennials. In particular, the table was provided by Human Resources team of Nielsen Vietnam shows 84% qualified employees were millennial in 2013, 86% in 2014, 90% in 2015, 87% annualized in 2016, over total referral. Table 2. Recruitment - Referral from Existing employees & universities (Source: Nielsen Vietnam Human Resources) Moreover, Nielsen Vietnam with the traineeship program opens for fresh graduate, temporary joining Nielsen Vietnam in six months. During that period of time, they will have chance to be trained about market research process, to receive the sharing from line managers, senior leaders about the career orientation, to be coached about how to work in an international working environment, to be educated on how to work effectively. Also, during six month, they need to perform excellence, work under pressures, overcome the challenges in order to meet the 12 requirements that Nielsen Vietnam set before the program starts. Moreover, the traineeship gives them chances to see if they really fit in market research industry or not. After 6 months, if they really see that market research should be their future career orientation and they perform excellence based on the manager’s evaluation, they will be converted into Full time employee. This practice has worked well in Nielsen Vietnam for 5 years now and the number of trainees has been converted into Full time employees were very high. The conversion percentage in 2013 was 80%, with 64 qualified trainees over 80 trainees in total, in 2014 was 79%, with 66 qualified trainees over 84 trainees in total, in 2015 was 82% with 68 qualified trainees over 83 trainees after 6-month traineeship program. In 2016, the number has been increasing, after the first half of the year, the number of trainees got converted were 42 trainees over 92 current trainees, which is very potential for the year of 2016. From that, the talent acquisition report and analysis from Nielsen Vietnam once again reflects it very clearly, the percentage of qualified candidates that Nielsen can get from conversion was 35% above total qualified candidates in 2013, 34% in 2014, 37% in 2015 and 40% for the annualized 2016. It is easy to conclude that 100% conversion cases were Millennials. The reports provided by the Human Resources of Nielsen Vietnam, together with the above analysis strongly answer for the question why most of the people in Commercial team of Nielsen Vietnam are from Generation Y. Total number of employees of Nielsen Vietnam, which was updated in June 2016 is 2,425 employees. From that, when look into the data in details, 84.70% employees are Millennials, 14.60% employees are from generation X and 0.70% employees are from Baby Boomer generation. From that, we can see the biggest workforce of Nielsen Vietnam is from Generation X, which plays an important role in Nielsen Vietnam in general. They contribute mainly for the success of both Commercial function and Operations team with the new working style, new working perspective and new ideas. From that, it is promising that Nielsen will gain the new achievements in the future, if the management of the company gets along well with the new generation, understand them and address strongly to the values that generation Y follows. 13 Figure 5. Nielsen Vietnam workforce by age & generation (Source: Nielsen Vietnam Human Resources) Moreover, as mentioned, people in the commercial function are valuable assets of Nielsen Vietnam, so the below data points need to be looked into carefully by the management in order not to miss any important and insightful information for further action. The figure 5 provided by Human resources of Nielsen Vietnam shows us the majority of the workforce in Commercial team is generation Y. In particular, among 727 employees of Commercial function, which was updated in 2016, 579 employees are Millennials, account for 80% over Commercial function employees. Based on the population information of Nielsen Vietnam in general and commercial function, it is easy to conclude that Nielsen Vietnam is a young, dynamic and active generation. Getting to know about them is the critical and required actions that Nielsen Vietnam management needs to take, in order to make sure that the business runs smoothly and gain the great achievements in the future and in the long run. 14 Figure 6. Nielsen Vietnam workforce by age & generation – Commercial Function (Source: Nielsen Vietnam Human Resources) However, the point is that from the secondary data, in the last three years and first half of 2016, the percentage of leavers in commercial team of Nielsen Vietnam has been increasing and as the result, the majority of leavers are Millennials. Firstly, when looking into the turnover rate of total Nielsen Vietnam, the overall percentage is quite competitive in the market research market, even the number of leavers in commercials team was many. The reason is that the number of Operation team is huge, which is more than one thousand associates, accounts for 70% of the total employees of Nielsen Vietnam, also the number of people leaving operations was not many. Therefore, the denominator of total employees can cover partly for the numerator of the Commercial leavers. In specific, the turnover rate of Nielsen Vietnam from 2013 to annualized 2016 was pretty stable, with 21.92% in the year of 2013, 13.07% in 2014, 13.34% in 2015 and 17.58% annualized in 2016. However, when looking deeply into the turnover rate of Commercial functions over the total turnover rate of Nielsen Vietnam is high.