If your organization does nothing to reduce turnover and thereby improve retention, it is quite likely that turnover will get worse! Your organization must take proactive steps to address turnover. And those actions need to be more effective than merely raising salaries or improving management’s interpersonal skills, both popular approaches to cut turnover rates.
Did you know some common facts and figures about turnover? Consider: (1) absenteeism is a leading indicator of turnover; (2) engagement surveys can be used to predict turnover rates with great accuracy as much as a year in advance; (3) exit interviews are deeply flawed as they are commonly used and often yield deceptive results; (4) the last people hired are the first people to leave; and (5) how people are treated during their recruitment, selection, and onboarding stages affects their stay-or-leave decisions later
You should attend this workshop to hear what to do to cut avoidable turnover of good or even top performers while letting the bad performers go.
You should attend this workshop to hear what to do to cut avoidable turnover of good or even top performers while letting the bad performers go.
William J. Rothwell
William J. Rothwell, Ph.D., SPHR, SHRM-SCP, CPLP Fellow is President of Rothwell & Associates, Inc. He has worked in HR for more than 40 years and has also worked as a consultant for more than 50 multinational corporations--including Motorola China, General Motors, Ford, and many others. In 2012 he earned ASTD’s prestigious Distinguished Contribution to Workplace Learning and Performance Award, and in 2013 ASTD honored him by naming him as a Certified Professional in Learning and Performance (CPLP) Fellow. (ASTD is now called ATD.) In 2014 he was given the Asia-Pacific International Personality Brandlaureate Award.He has authored, coauthored, edited or coedited …
HIPAA Bootcamp for Health Care Providers, Professionals, an…
FFIEC BSA/AML Examination Manual: What Compliance Officers …
Essential Job Functions According to the American with Disa…
Conquer Toxic People - Learn To Protect Yourself And Get Yo…
Updated Metro 2®, e-OSCAR and the New Tougher FCRA/CFPB Com…
Introduction to Generative AI for Accountants
Dealing With Difficult People In Life & Work
Impact Assessment and Risk Management for Change Control
Surviving and Thriving Organizational Change and Loss: The …
Excel Deep Dive: Advanced Tips & Techniques – A 3-hour Work…
How to Write Effective Audit Observations: The Principles f…
FDA Regulation of Artificial Intelligence/ Machine Learning
Coming Soon - New Minimum Salary Levels for Exempt Employee…
Stressed Out: How to Handle Conflict, Difficult People and …
Marijuana: Compliance and Safety in the Workplace
Data Integrity: Compliance with 21 CFR Part 11, SaaS-Cloud,…
How to Handle Workplace Conversations Around Politics and R…
2025 Top Employment Regulations That Will Impact Employers!
SOPs - How to Write Them to Satisfy those Inspectors
Improving Employee Engagement & Retention Through Stay Inte…
Why EBITDA Doesn't Spell Cash Flow and What Does
How to Give Corrective Feedback: The CARE Model - Eliminati…
Marketing to Medicare or Medicaid Beneficiaries - What You …
Documenting Misconduct that Will Stand Up in Court
With Mandatory Paid Leave Gaining Ground Is It Time To Do A…
Human Error Reduction Techniques for Floor Supervisors
Tattoos, hijabs, piercings, and pink hair: The challenges …
Trial Master File (TMF)/eTMF, & FDAs Draft Guidance for Ele…
Project Management for Non-Project Managers - How to commun…
Unlock Employee Loyalty: Stay Interviews Will Keep Them Eng…
Sunshine Act Reporting - Clarification for Clinical Research
Female to Female Hostility @Workplace: All you Need to Know
Humane Layoffs: How to Let People Go with Compassion and De…
Onboarding is NOT Orientation - How to Improve the New Empl…
Managing Toxic & Other Employees Who Have Attitude Issues
Building GMP Excellence: A Guide to Implementing Compliant …
Excel Power Skills: Master Functions, Formulas, and Macros …