Fact: When an employee leaves, all of the time, energy and resources you invested in them walks out the door. Though some organisations will have employees take a brief exit survey, they’re doing little to learn how the company can better attract and retain top talent in the future.
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Globally, the market (yet again) is in a spin….what will 2012 be like? How will the European markets affect our economies and what exactly will happen there….will there be a collapse of the economy? Will someone come to their rescue? Will ‘they’ wisen up and change the way they manage their economy, culture and employment? And it’s not just Europe, what of the USA market? Will it experience another dramatic, yet predicted fall? Whatever the outcome, it will not be solved overnight so the reality is that we need to manage our economy and businesses the best we can and put in place strategies to counteract multiple situations.
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Where major projects are concerned, experience dictates that change management needs to be clearly articulated at the outset to maximise success and ensure a smooth transition to the new mode of operation, rather than added in as an afterthought or at a secondary stage.
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As a volunteer surf life saver I spend many hours on the beach watching what's going on. Over the years I have observed that those in the surf fall into two broad categories - those who move with the water, and those that are moved by the water. The really interesting difference between these two groups, is not their relative skill levels, but their level of self-awareness and ability to plan ahead.
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I wanted to share this recent case study from Prevue HR Systems, about an organisation in the US who had a turnover rate of 41.4%. Using Prevue Assessments, this organisation has reduced that to less than 20% within two years.
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A study I read a few years back has always stuck in my mind. It was conducted by a US University (apologies for not remembering which), and the purpose of the study was to evaluate the ability of lecturers to engage students and better understand how they engaged their students.
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There is no doubt that Qantas’ CEO, Alan Joyce, and its board will be watching the results of the airline closely over the next few months. In my experience from a change perspective, courageous decisions by leaders are all too lacking in the current business environment. And, whether you agree with the decision to ground the airline or not, there can be little disagreement that this was indeed a courageous decision.
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People fear the words restructure or reorganisation. I like the analogy Ron Ashkenas uses when he says that reorganisation or corporate restructuring is often perceived as musical chairs by people in the workplace, with the end result being less people!
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Today, I’d like to take a look at how to manage internal candidates when they’ve been unsuccessful in their application for an advertised position within the organisation, and how to prevent them from becoming disengaged and a distraction to your business operations.
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Enlightened managers recognise that to get the best people for a position they must consider all possible candidates, both internal to the company and external. Internal candidates, at first glance, can look like the ideal candidate, but commonly, they carry a lot of baggage...
Continue Reading...Leave a CommentThe Mindset Group enables organisations to execute their business strategy through the proper enablement and alignment of their people, processes and technology platforms.
