Choose any one of the hot current supervisory training programs and you’ll find they all hit the wall in day-to-day use due to a very easy-to-grasp reason; because we ask the attending supervisors to be reactive vs proactive, that “the next time this circumstance happens, do this”.
On his first day in office, Governor Josh Shapiro of Pennsylvania signed into law that 92% of state jobs will no longer require a college degree. Implementing the “Pennsylvania plan” helps improve recruiting and retention efforts through the change of developing careful language and screening processes to match candidates with real job qualifications.
This discussion should be especially interesting for anyone charged with reducing turnover. First, We Should be Calculating Turnover as Dollars Not Percentages Our company’s Finnegan’s Arrow model is the spine for each of our retention solutions. It’s the starting point…
What should every company resolve to do in order to cut turnover during this shiny new year? Here are seven suggestions that you should be considering.
I write and speak about building trust a lot. And while data makes clear the number one reason employees stay or leave is how much they trust their boss. I learned all I needed to know about building trust from my “first boss” Bob Bowen.
Companies that believe retention is based on pay, benefits, or any other traditional reason are dogs chasing their tails. They will never out-pay their competition for talent…but they will irritate and lose top performers by constantly raising starting pay without addressing pay compression for others.
This story is the genesis of my completely re-directing my career by taking one idea…how to cut turnover…and launching my second-half entrepreneurial work life.
Two things happened last Thursday that will juice anyone’s interest in cutting employee turnover…and both were about getting c-suite executives to support moving retention accountability out of HR to the frontline managers where it belongs.
For those of us who study workforce data and those who live with the results of workforce shortages, the question is, “Would a recession bring with it a silver lining by realigning our number of workers with our number of open jobs?”
The feedback from my SHRM22 Annual Conference concurrent session tells me participants were starving for real retention solutions, at a time when all U.S. companies were facing 11 million open jobs and 3.5% unemployment.