companies

Employees leave managers, not companies

By Alaister Low

Today I found out one of my good friends left their position at a well known technology company that many people would “kill” to work for. I asked him why he left, expecting an answer like “I needed more of a challenge”, or “I outgrew the position and there was no where for me to grow”, but instead he said “I couldn’t work with my boss”.

As he said this I thought about all the people leaving their positions because they simply couldn’t work with their manager. The work was stimulating, the team was great but their manager was unbearable to work with. In these situations, what seems to happen is companies lose good employees on a regular basis and all the managers sit around a conference table trying to address employee attrition, developing strategies for employee retention.

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Employer branding communications – it’s time to get social

Shared on ZiDCard LinkedIn Group by Johan C. 

The original article was published in the UK’s Personnel Today as article 3 in a 4 part series in the lead up to the 2012 UK Employer Branding World Series Summit in London on 21 March 2012 where Brett is Chairing and presenting.

Without a doubt, advances in new technologies, the emergence of social media and the popularity of mobile devices have encouraged companies to rethink how they communicate employer branding messages to employees, candidates and other key stakeholders.
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Saying Thank You is Good Business

By Josh Bersin

We just completed a year-long research study on the impact of employee recognition. It turns out that “high-recognition culture” companies dramatically outperform their peers in a whole range of business outcomes. These top companies generate 12X greater business outcomes in a variety of measures and have more than 30% lower voluntary turnover.

The employee recognition industry is an old market, focused heavily on rewarding employees for tenure and service. Such programs, while prevalent in more than 70% of companies, drive little actual business value. (How many of you stayed an extra five years at your company to get a pin?)

What these high-performing companies do is different.

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Retaining Talent Through Stay Interviews

By Shala Marks (recruiter.com)

During my senior year of college I interned with Avnet Inc., a global electronics distributor. For four consecutive years (2009-12) Avnet was named no.1 of Fortune Magazine’s “Most Admired” Companies and as I worked there, I started to see why. So many of its employees have been with the company for years. One lady I met in the finance department has been working at Avnet for 29 years; this is her first and only job. After meeting person after person who had worked for the company for multiple decades, I began to wonder why did they stay? Most people switch jobs numerous times in their careers, but what keeps those who work for just one company year after year, decade after decade?

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