Retention

Part 1 of a 2 part series (Click here for Part 2) A retention toolkit for innovators. Corporate executives are beginning to learn the high value of Innovators, which can be 5 to 300 times the value of an average employee. If a company doesn’t have enough innovators, a primary option is recruiting them. In a previous related article, I …

Parts one and two of this three-part series introduced why focusing on retention isand will be a mission-critical activity as economic recovery continues. The series introduced retention strategies categorized as 1) laissez-faire and 2) all-employee. In many organizations, the subject of prioritizing positions and people is a highly political one. While many accept that certain roles may exert greater impact on the organization, treating people in those …

No matter how long you have been in the HR profession, this might be the onlycomprehensive list of retention strategies you have ever seen. This is true because retention is not yet a distinct discipline, and because most retention managers and consultants laser-focus on their favored approach. In order to provide you with a big-picture view of the available strategies, I’ve used my …

As the economic turnaround picks up steam, turnover rates in many organizations are likely to skyrocket and recruiting replacement workers of the same caliber will be extremely challenging. Study after study has confirmed the notion that many employees would have left their employers months/years ago had the option to do so been viable. The economic downturn, combined with the mortgage …

(Editor’s note: This is the sixth installment in Dr. Sullivan’s series. Here are Part 1, Part II, Part III, Part IV, and Part V.) No matter how enthusiastic your employees are about participating in an internal movement program, they are bound to be somewhat frustrated if there aren’t a wide variety of assignments available for them to choose from. Even if you successfully excite your …

(Editor’s note: This is the fifth installment in Dr. Sullivan’s series. Here are Part 1,Part II, Part III., and Part IV.) In this part of the series on job rotations and stretch assignments, I will highlight three key tools or approaches that rotation program managers can use to make an organization’s job rotation program more effective. These approaches include: 1) the critical elements …

(Editor’s note: This is the fourth installment in Dr. Sullivan’s series. Here are Part 1, Part II, andPart III. Next week, installment five of this series will address tools and tips you can use to improve your job rotation program.) This series of articles started out listing the pain points that many organizations are experiencing today as a result of rotation-based development initiatives …

(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 …