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NCHRA Event: Retaining the Doers -
Key Attrition Interventions

Tuesday, January 10, 2012, 7:30am – 9:30 am
North Bay Region - Address details TBA
Featuring Dr. B. Lynn Ware, President & CEO, ITS

Dr Ware, President and CEO
Dr. B. Lynn Ware

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:  

  • Use a risk assessment tool to identify who is most at risk (a takeaway for session  participants)
  • Identify six key actions your managers can take now to secure your most important people
  • Demonstrate the ROI of career planning and how it plays a role in talent retention

2012 Dates and Locations:

  • Jan 10 - North Bay Region
  • March 28 - Santa Cruz Region
  • May 10 - Sonoma/Napa Region
  • July 19 - East Bay/Oakland Region
  • September 19 - San Francisco Region
  • November 7 - Tri-Valley Region

About the Presenter

Dr. 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
Job Rotation & Cross-Training:
A Step-by-Step Plan for Making it Work

Webinar - January 24, 2012, 11:00 am PST
Featuring Dr. B. Lynn Ware, President & CEO, ITS

Dr Ware, President and CEO
Dr. B. Lynn Ware

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:

  • A step-by-step checklist for implementing a job rotation program in your organization
  • How to work with managers and individual contributors to “free up” time to learn additional functional skills
  • Best practices for evaluating how well your job rotation program is working
  • How job rotation and cross-training link to career development and succession planning processes within your organization

For more information or to register, visit the Business 21 website.


Business 21 Publishing
On-Boarding: A Four-Step Process to Ensure that New Hires Succeed in their First 90 Days

Webinar - January 31, 2012, 11:00 am PST
Featuring Steve Knight, Executive Vice President, ITS

Steve Knight
Steve Knight

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:

  • A step by step on-boarding process covering the first 90 days
  • Why typical “Employee Orientation” programs don’t cut it in today’s marketplace
  • The “Five Myths” of rapid assimilation
  • How to design a new employee experience that captures both the Head (Rational/Cultural) and the Heart (Emotional/Relational) of the new employee
  • Why giving new employees a “fast start” is more important than ever today
  • How to make the business case for on-boarding to senior management
  • Why studies show that effective on-boarding has four times more power than compensation in winning discretionary effort from new hires
  • Why on-boarding can’t be accomplished by the hiring manager alone
  • The importance of establishing metrics and how to measure and communicate your success in financial terms

For more information or to register, visit the Business 21 website.


Employee Ownership in Career Development: The Role of the Organization
By Steve Knight, Executive Vice President, ITS
In Career Convergence Magazine, Dec. 2010

Steve Knight
Steve Knight

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

ABECUAs announced in The Missouri Difference, Anheuser-Busch Employees’ Credit Union (St. Louis) and its division American Eagle Credit Union (St. Louis) have launched their Career Development Program to provide employees the opportunity to work one-on-one with experienced individuals. The partnership helps employees focus on developing and growing within their field. ABECU and American Eagle partnered with Integral Talent Systems, Inc., which helps companies retain their top talent and competitive edge, for the program.


ITS Brings Retaining Talent
Certification Program to Canada

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
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.

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The 2012 Talent Management Webinar Series:

Feb. 16: Great Training - How to Design Custom Learning Programs for Your Company's Change Management Initiatives

Mar. 15: Simplify Your Engagement Survey Process for Maximum ROI

Past Events & Webinars:

Jan. 19: On-Boarding - What's New? Redesign Your Process Using the Latest Trends

Dec. 15: Employee Engagement Research Update

Nov. 17: New Trends in On-Boarding

Oct. 20: New & Engaging Methods for Job Skills Training

Sept. 22: What's New in Career Development?

Aug. 18: Re-Engaging Talent in an Economic Rebound

Jul. 21: Engagement Surveys: Using Data to Drive Real-World
Results

Jun. 16: Job Rotation: A Key to Leadership & Employee Development

May 19: Strategies for Workforce Development

Apr. 21: Succession Planning: Developing Future Leaders for Your Organization's Success

Mar. 17: Fast Starts for New Employees

Feb. 17: Career Development: Systems, Practices & Tools

Jan. 20: Engagement Surveys: Using Data to Drive Real-World
Results

Dec. 16: Developing New Leaders: The Transition to Management

Nov. 18: Career Development in Healthcare

Oct. 21: On-Boarding Millenials: Foundation for Young Employee Engagement & Productivity

Sept. 23: Keep Them from Walking: How to Retain & Engage Your Top Talent During the Recovery

Aug. 26: Competencies & Career Development: Enabling Career Planning with Competency Profiles

July 15: Creating a Culture that Rewards Performance

June 17: Succession Planning: Developing Future Leaders for Your Organization's Success

May 20: New Employee Orientation: On-Boarding New Talent

April 15: Career Development: New Systems, Practices & Tools

March 18: Efficient Strategies for Employee Development

Feb. 18: Maximizing the Value of Employee Engagement Surveys

Feb. 4: ITS Career Development Suite Briefing

Jan. 21:Keep Them from Walking: Time to Check In On What Your Employees Are Planning

 

 
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