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Human Resources 101: Top 9 Reasons Employees Leave Their Managers

We’ve all heard that employees most often “quit” their managers and supervisors rather than “quitting” the company.   It’s true!  The quality of leadership an employee receives is critical to employee retention.

Below are the Top 9 Reasons Employees Leave Their Managers:

Six Drivers for Employee Satisfaction

During this time of high unemployment rates, it seems strange to discuss the six drivers for employee satisfaction. Yet, it is very important to keep your current employees happy and satisfied because you need to retain your best talent.

So here are six key drivers to providing employee satisfaction – which is a key factor in employee retention…

Benchmark the Job Rather than the People

When reading some new information about our hiring and selection process, I was reminded that when benchmarking performance in the hiring and selection process –

“You Must Benchmark the Job Rather than the People in the Job.”

This is a very important factor for three reasons:

  1. Legal Foundation – a Job Benchmark takes out any bias and focuses strictly upon the job and the traits necessary for the job to perform at higher levels. If you have benchmarks for all the jobs using the same process and used this tool to compare to a common talent assessment, then you have a legally clean system that can be defended or even thrown out of court for lack of bias.
  2. Quality of the Current Team – This is tough for some leaders to deal with, yet, it is more common than most would believe. I have experienced this in the review and evaluation of a Fortune 100’s sales team. They were evaluating the sales team for a complete restructure of the sales organization. When we analyzed the data, the evidence showed the quality of the entire team was low (which had contributed  to the decline in sales over the past three years) – so a benchmark of their top performers could have established an B or C level benchmark for future selection. This company needed more “A” players to remain in on the playing field of top performing companies. Their brand name was the only thing carrying the majority of the sales teams performance.
  3. Objectivity – One of the key points for using a job or position benchmark is to eliminate bias or personality from the selection process. It also is the starting point for putting objectivity back in the subjective process of hiring and selection. When there is no check system that uses a proven objective scoring or measurement of traits needed for a job or position to be successful, you will be fooled by people in the interview process.

Does this type of process or system work? Well, yes it does. Our research partner has been following the success of using an assessment based hiring process with the focus on job or position benchmarking. Their data indicates that 92 percent of the people placed in jobs using the patented job benchmark to talent report system are still in their position after a one year. This compares with placement agencies record of 20 to 50 replacement rates.

This improvement in placement and retention rates will have a significant return on investment in your company. If you want to learn about this hiring system, contact Voss Graham at 901-757-4434 and we will discuss how this system can improve your bottom line.

Managing Employee Retention with On-Boarding and Training

How Assessment Results Boost Retention and Increase Performance

Managing employee retention is one of the biggest challenges many companies face.  With so many employee retention strategies out there, it is often difficult to determine which one will work for you, your company and more importantly, your employee.  The good news is, improving employee retention doesn’t have to bee as hard as you might think, but it must be something that is a concern from day one, not when you start to feel an employee slipping away.

When you consider the employment cycle from beginning to end, it is apparent that training and on-boarding is the most crucial aspect of retention.  A company can hire the best candidate who is destined for success, but it is up to the employer to give them the training, attention and motivation it takes to build a dedicated superior performer.  Without it, the employee is not likely to build a strong connection with their new employer and will quickly feel under-appreciated, unimportant and simply lost in the shadows of the organization.