Retention

(Editor’s note: This is Part III in Dr. Sullivan’s series. Here are Part 1 and Part II; next week in the conclusion to the series, look for best practices and program metrics.) When corporate revenues are down or stagnant, talent managers typically shift their focus away from volume hiring to developing and improving existing employees. Executives are always challenged to make the correct …

Last week, Part 1 of this series introduced a number of pain points that render most corporate approaches to managing internal movement for development, retention, and talent ROI purposes ineffective. In reality, most current approaches are relics from years of tradition, loosely defined, poorly integrated, and barely managed. During this installment, I will build upon the goals and key elements of more effective …

There is little argument that job rotations, stretch assignments, and other forms of internal movement are some of the most effective development and retention tools available. While world-class organizations aggressively manage deployment for development purposes regardless of the economic state, such programs become universally popular when economies turn sour. When corporate revenues are down or stagnant, talent managers typically shift …

Recruiting Factors That Impact Future Retention If you're interested in reducing turnover, here are some of the hiring-related factors that impact future retention: Hiring candidates who are focused on money. Every candidate has his or her own set of motivators for taking and remaining in a job, and a significant percentage of people are motivated primarily by money. Money is …

A better question is: why do you stay in your job. This more positive approach gives significantly different answers than the traditional exit interviews. Just as a marketing expert focuses on a product's best qualities, you must focus on the reasons why people stay in their jobs. Reinforcing these factors are generally easier and more successful than trying to eliminate …

Is your firm experiencing an increasing turnover rate because recruiters from other firms are raiding you? The first four parts of this column covered all of the elements of a world-class blocking strategy. In this fifth and final installment, we wrap up with miscellaneous blocking tips, as well as a listing of the possible blocking strategy categories.   Final Tips …

Is your firm experiencing an increasing turnover rate because recruiters from other firms are raiding you? The first three parts of this column introduced the elements of a world-class blocking strategy, including tips to prevent poaching at conferences and events. This week, we look at online blocking techniques, the most effective general blocking approaches, and measuring the effectiveness of implementing …

Is your firm experiencing an increasing turnover rate because recruiters from other firms are raiding you? Part 1 and Part 2 of this column introduced 15 elements of a world-class blocking strategy. This week, read on to learn six new, essential tips for blocking the poaching. In addition, this column will focus on six more tips to prevent poaching at …

Is your firm experiencing an increasing turnover rate because recruiters from other firms are raiding you? Last week’s column introduced three elements of a world-class blocking strategy, including analyzing your talent competitors’ immediate needs; engaging third-party recruiters to determine who is most coveted; and working up an agreement with trusted third-party firms to notify you when at-risk employees become more …

Are you currently experiencing, or are you fearful of experiencing, an increasing turnover rate as global competition for talent drives more and more organizations to directly target your employees? It’s no secret that demand for skilled labor in specific talent pools currently exceeds the available supply of local, and in some cases regional, talent in today’s labor market. This fact …