 |
|
|
|
|
|
|
 |
 |
 |
 |
 |
 |
 |
|
NCHRA Event: Retaining the Doers -
A recovering economy presents a real talent retention challenge. There is pent-up demand for making job moves amongst the people you rely on the most to get things done for your organization. More job opportunities translates into heightened turnover risk. Identify which of your people are most at risk for attrition and examine proven methods for talent retention you can put in place in your organization. Specifically, you'll:
2012 Dates and Locations:
About the PresenterDr. B. Lynn Ware, President & CEO, Integral Talent Systems, Inc. is an Industrial/Organizational Psychologist who has been a hands-on practitioner. For many years she has put talent management initiatives in place that have been proven to increase employee productivity across all industries. Dr. Ware is frequently quoted on trends in employee engagement and retention in such publications as the Associated Press, ComputerWorld, Harvard Business Review, the San Francisco Chronicle and the Wall Street Journal. She has also been featured on CNN as a national employee retention expert. Business 21 Publishing
Think of a REALLY key player in your organization. If, heaven forbid, that person got hit by a bus, how disruptive would it be? Would customers be affected? What would be the financial impact? These are tough questions that HR executives need to ask all the time, especially in times like these when organizations are “running lean.” Every employee is at full capacity. Every job is mission critical. Near-zero redundancy is great for preserving cash, but it’s dangerous. That’s why it’s time to think seriously about job rotation and cross-training, strategies that build redundancy and anticipate unexpected turnover. The obvious benefits are greater stability and lower risk. But it’s also good for your staff, providing development opportunities that increase both morale and retention. Participants in the program will learn:
For more information or to register, visit the Business 21 website. Business 21 Publishing
A recent B21 survey of HR execs showed that 80% of companies do either a poor or mediocre job of acclimating new employees. That means that many of us are spending huge amounts of money on advertising, search fees, testing, background checks and pre-employment interviews to find the “perfect” candidate – then throwing it all away by mishandling the candidate’s transition into the organization. This process, now commonly called “on-boarding,” is widely misunderstood and vastly underutilized. Why? Because it’s easy to underestimate just how difficult it is for new employees to adapt to a new job and a new culture and it takes a long time for them to contribute. When companies take a “Let ‘em sink or swim” attitude, the failure rate is extremely high, particularly for higher-level employees – and the monetary price tag – one to four times the person’s salary – is only part of the cost you pay. Failed hires hurt morale. They increase workload. They create stress. And, frankly, repeated miscues make your management team appear incompetent. The good news is that you can dramatically improve your success rate and avoid the staggering cost of failed hires if you implement a systematic “on-boarding” process at your company. This conference will tell you how to do it. Participants in the program will learn:
For more information or to register, visit the Business 21 website. Employee Ownership in Career Development: The Role of the Organization
The following comments were recently overheard inside some large organizations: “How can you hold managers accountable for daily production goals if we need to take time out to talk to employees about their about careers?” - VP for Production at large energy company speaking to the Division President about plans for talent review meetings with employees “What really shocked me is that she is leaving for a job at a non-profit focused on third world hunger. I have managed her for five years and had absolutely no idea that she was passionate about this issue.” - HR manager for a global Fortune 500 company regarding the unexpected resignation of a longtime employee “It is easier to get career coaching from a headhunter than to talk to my boss or to attempt to find out on my own what opportunities might be available internally.” - Young high-potential software engineer commenting during a focus group These three brief examples highlight the all-too-typical disconnect between employees, managers, and their organization’s goals when it comes to career development. The hopeful aspect of these anecdotes is that each one occurred in the context of serious organizational efforts to improve career development practice. But the dilemma is real. How should company leaders, managers and employees be thinking about career development? Read the full article at Career Convergence Magazine ABECU Partners with ITS to Launch Career Development Program with American Eagle
ITS
Brings Retaining Talent Recently, ITS brought its Retaining Talent Consultant Certification Program to Radical Entertainment Company in Vancouver, BC. The one-day session was limited to a maximum of 6 participants, who were certified as internal Talent Retention Consultants, able to work one-on-one with their managers to reduce their attrition risks. Participants completed the session qualified to lead a hands-on skill building session for up to five managers that they support. In addition to proven models for reducing unwanted attrition, participants received the ITS Attrition Risk Assessment tool, Talent Retention Toolkit, and Talent Retention Action Planner to use with their company's managers. Talent Retention Consultant Certification builds in-house capability, lowers external consulting costs, enhances HR's credibility, and helps build participants' careers, because the expertise remains with them. Certified Talent Retention Consultants are valuable retention consulting resources to their internal customers -- both the managers and the talented employees relying on them. For more information about the certification program, call ITS at 650-965-1806. ITS
Tackles Teacher Turnover |
As announced in 
ITS
consultants Dr. B. Lynn Ware and Steve Knight meet with the steering
committee members of Gwinnett County Public Schools (GCPS) to embark
on a 5-year study aimed at retaining key teachers as district enrollment
grows. ITS will implement the Employee Commitment Survey and the
OutTakes Exit Interview System to collect the data that will be
used in the study.
Sign up here to be added to our mailing list! |