Retention of your critical talent is one of the top talent management concern in today's global economy. The true ROI of top talent isn't realized if that talent leaves. Add the significant cost of replacing talent to the loss of skills and institutional knowledge when top performers leave, and the importance of retention becomes even more manifest. These factors, coupled with the rapidly changing demographics of today's workforce as the Baby Boomer generation begins to leave in significant numbers and the Millennial generation makes its presence increasingly felt, demand that savvy leaders understand the dynamics of retaining talent and know how to manage talent with retention as a goal.
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As more organizations recognize the power of an engaged workforce to reduce turnover, increase productivity, and maximize financial returns, the million dollar question remains how do we do it? In this HCI Keynote video, Scott Welch, Global ...Read more
What do you do when your CEO and half the executive suite jump ship? Change is inevitable in the modern economy, but it can have a devastating impact on employee engagement. In this HCI Keynote video, Jim O'Gorman, Senior Vice President of ...Read more
In October 2014, an article entitled, “Analytics Leaders Discuss New Trends,” recapped the discussions of a Talent Analytics Leadership Roundtable hosted by Northwestern University. Identified in these trends was the need to overhaul employee engagement measurement. Many organizations have moved from an annual measurement in favour of a continual one. I agree with that change because the engagement score is incredibly sensitive to when people answer the survey relative to such factors as recent business events and even the weather.
Engagement continues to be an ongoing initiative for organizations, and the desire to better understand what drives it, how it can be grown, and how it can be sustained remains a key objective for leaders. At Twitter, technical HR and data ...Read more
Using predictive analytics is challenging in any context because of the effort and expertise necessary to collect and analyze the data. But once you’ve identified your insights and checked your work, you face a new set of questions: Does ...Read more
Find out how one organization is going the distance in ensuring that leadership is an attribute that is clearly defined at the top and broadly disseminated throughout the whole workforce.
To kick off 2015, the Human Capital Institute is featuring original content on talent mobility, and to re-familiarize myself with the topic I spent some time skimming through a colleague’s notes concerning contemporary research. Somewhere between a study citing only 36% of businesses have access to reliable data on top performers that were not included in succession plans and a blog post about how U.S. based companies are taking 25% more time to make a hire, I stumbled on a somewhat eye-popping statistic.
In recent discussions with classes of undergrad business school students, I posed the question, “How many of you aspire to a professional leadership role in business, government, or other organization?” In each case, 100% of the students answered in the affirmative. I didn’t say so at the time, but two divergent thoughts were crossing my mind, pretty much simultaneously:
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