How (And Why) to Increase Organizational Diversity

Posted by  Greg Kedenburg

organizational-diversity.jpgIncreasing diversity seems to be a goal shared by most companies these days. The concept of rounding out your workforce by adding more diverse employees is not a new one, but the recent surge in the number of companies claiming to be committed to diversity raises the question of how many of them are truly invested in the cause and how many are promoting the idea, but not taking appropriate steps to become a diverse workforce. Unfortunately, some organizations do fall into the latter category, adding ‘Diversity’ to their list of corporate values, but not taking the right steps to achieve diversity.

These organizations are missing out because there are direct, demonstrable benefits to increasing a workforce’s diversity. There are many companies that genuinely strive to make themselves more diverse, but the process behind this transition is not always clear or obvious. Below are some steps that can help guide the introduction of diversification efforts into a workplace.


Solving Turnover Requires More Than Just One Approach

Posted by  Mavis Kung

turnover-puzzle.jpgWho is going to turnover? I wish I had a crystal ball to answer that question. Speaking from my recent experience of separation from one of the most amazing talents that I ever had the pleasure of working with, I truly hope someone can give me a sense of peace. Were there signs of turnover? I wondered, could I have seen it sooner so that we could have prevented it?

Perhaps, but only if we take a holistic approach.


Why Turnover Is One of the Most Complex Staffing Problems to Solve

Posted by  John Fernandez, Ph.D.

complexity.jpgToo often, companies seek simple solutions for reducing turnover that ultimately are not successful. In many cases, they may try to enhance their staffing processes in an effort to identify candidates who are less likely to turnover. This may include implementing assessment tools and/or structured interviewing, hoping that the solution to their turnover problem only has to do with selecting better candidates.

The problem with viewing turnover as simply a staffing issue is that it is really a multi-faceted problem with any number of root causes, and finding an effective solution often requires looking outside of the staffing process.


How to Use Data to Reduce Turnover Once and for All

Posted by  Mavis Kung

reduce-turnover.jpgEmployee turnover has always been a pain point for many organizations. Just when you have put in the time and investment to ramp up a new hire to their role, they leave. It seems like a vicious cycle that never ends.

What if you could use data to combat this issue? Could you learn anything from the data collected about the individuals to find a solution? The answer is: it depends. (Just like any other questions my professors in graduate school would say.)

Let's take a look at some case study examples of how organizations can adopt a data-driven approach to retain talent.


5 Ways to Reduce Turnover in Jobs With Notoriously High Turnover

Posted by  Connie Gentry

job_turnover.jpgCertain positions across a variety of industries tend to be notorious for high turnover, resulting in a revolving door of employees. The impact that this has on the business can be steep, including frustrated managers and coworkers, poor customer service, and lost productivity – all things that affect a company’s bottom line. Chances are you’ve held a job, at some point, that you considered to be undesirable for one reason or another, and made the decision that it wasn’t worth the aggravation and moved on to greener pastures.

Historically, some positions with the highest industry turnover include:


Boomerang Employees: What Do You Do When an Ex-Employee Comes Back?

Posted by  Greg Kedenburg

boomerang-employee.jpgHave you ever had an employee leave your organization only to return down the road at some point to request their job back? Then congratulations, you’ve experienced a ‘boomerang’ employee. Like the Australian toy/weapon they were named for, a boomerang employee is one that departs for one reason or another, and then comes back at a later point attempting to get re-hired.

Returning to one’s old place of business after having left for an opportunity that didn’t work out has traditionally been viewed negatively, stigmatizing the employee who is seen as “crawling back”, hat in hand. From the organization’s point of view, entertaining the thought of re-hiring an old employee used to be borderline laughable, and in some places, it still carries some negative connotations. Those that still remain averse to the idea worry that they may be sending the message of: ‘how does it reflect on our company that we’re so desperate for good workers that we’ll even take someone who may have left on bad terms?’


How Important Is the Interview in the Hiring Process?

Posted by  Rose Keith

interview-process.jpgInterviews are part of most hiring processes, but how important are they? Interviews are arguably the most subjective part of any selection system. As humans, we have to fight the tendency to judge people according to whether we simply like them or not, as opposed to making sure that the candidates we’re interviewing are being graded on job-relevant characteristics. For this reason, we suggest that interviews come later on in the process, after objective components of the process.


Employee Assessments: Is More Always Better?

Posted by  Alissa Parr, Ph.D.

selecting-employees.jpgOne of the first things we do when engaging with new clients is to discuss the hiring process and determine what steps to include in their hiring process. In order to get a complete picture of a candidate, we often include several different stages and assessments. For example, we might include an initial application, an in-depth online assessment, a work sample exercise, and an interview as part of the process. Pulling together all of this information, we can see how the candidate performs on important competencies in different types of assessment methods.

When determining which steps are most appropriate for the position and the organization, clients often ask, is more always better? Does having more stages in the process provide a greater return on investment? The answer is … it depends. In answering this question, we often look at incremental validity. Before talking specifically about incremental validity, let me provide a refresher on what validity is.


Turnover Reduction: A Complex (but Achievable) Goal

Posted by  Alli Besl

turnover-quitting.jpgTurnover is a pain point for organizations across all industries, occupations, and locations. The reason being that losing employees (especially well-qualified ones) is associated with devastating costs to organizations. There are obvious and tangible costs associated with losing an employee including:

  • Separations costs

    • HR staff time to conduct exit interviews

    • Temporary coverage

      • Paying remaining employees overtime to cover for lost employee

      • Hiring temporary workers

  • Replacement costs

    • HR staff and managers’ time spent sifting through resumes and conducting interviews

    • Advertising for the open position

    • Training of the new employee

    • Socialization of the new employee

    • Productivity loss while the new employee is getting up to speed


Quick Guide: Using Exit Interviews to Fix Turnover Problems

Posted by  Alissa Parr, Ph.D.

revolving-door-turnover.jpgOne of the most common challenges I hear from clients is their “revolving door” problem. New employees come in as fast as they exit. New employees either leave voluntarily because they don’t enjoy the work environment or job, or they leave involuntarily because they don’t have the skills needed to perform successfully on the job.

Both situations are harmful to the company and its workforce. Turnover costs companies a lot of money. The money spent on recruiting and training new hires can add up to a significant amount. Additionally, turnover can have more covert, but just as harmful, negative effects on employee morale and workload.


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