Retention

Turning Around Employee Turnover

Thu, 08 May 2008 09:45:00 GMT

Companies can reduce costly churn if managers know what to look for. But they usually don’t -- and that's because too many managers think money is at the root of the turnover issue. This article uncovers the real sources of the problem and reveals the reasons most people quit. Find out how to keep good employees from walking out the door.

The Twelfth Element of Great Managing

Thu, 10 Apr 2008 00:00:00 GMT

When Gallup analyzed high-performing workgroups to understand what drives their success, one of the dozen elements that emerged as most important was the statement “This last year, I have had opportunities at work to learn and grow.” Decades of research reveals that employees give more of themselves when they feel a sense of progress rather than feeling stagnant, according to the authors of 12: The Elements of Great Managing.

The Eleventh Element of Great Managing

Thu, 13 Mar 2008 00:00:00 GMT

This element is measured by the statement “In the last six months, someone at work has talked to me about my progress.” Some people think a performance review will suffice. But it’s not nearly enough, write the authors of 12: The Elements of Great Managing.

The Fifth Element of Great Managing

Thu, 13 Sep 2007 00:00:00 GMT

Why does it matter so much to employees that someone at work cares about them? It's because their need for bonding extends far beyond their homes, churches, and neighborhoods, according to the authors of the New York Times bestseller 12: The Elements of Great Managing.

Investors, Take Note: Engagement Boosts Earnings

Thu, 14 Jun 2007 00:00:00 GMT

When deciding where to put their money, do investors take into account the engagement level of a company's employees? If not, it's time they did. Gallup research has found that higher workplace engagement predicts higher earnings per share among publicly traded businesses. Read our report of these groundbreaking findings.

The Third Element of Great Managing

Thu, 14 Jun 2007 00:00:00 GMT

The ramifications of matching employees to what they naturally do best are profound. So much so that this aspect of work life emerged as one the elements that best predict the performance of an employee or team. The authors of the New York Times bestseller 12: The Elements of Great Managing explain.

The Four Drivers of Innovation

Thu, 11 Jan 2007 00:00:00 GMT

Senior executives and management experts argue that innovation is today's most important driver of business success, not to mention global economics. That's why a group of company leaders gathered recently to discuss innovation, leadership, and the new economy of creativity, knowledge, and invention. They also explored how to translate these amorphous concepts into real business dollars. Their insights, distilled to the four drivers of innovation, are relevant to executives from businesses large and small, global and local.

The Great Profit Drain

Thu, 08 Jun 2006 00:00:00 GMT

Call centers are meant to be a customer convenience -- a place where customers phone for help or to make a purchase. But all too many of them alienate callers and drain money. It doesn't have to be this way. Here are proven strategies to help turn around poor-performing centers.

When Equal Opportunity Knocks

Thu, 13 Apr 2006 00:00:00 GMT

For many executives, the phrase "workplace diversity" evokes "quotas" or "lawsuits." But a recent survey reveals that an organization free of discrimination is not just a better place to work -- it runs more effectively, too.

Start Calling on Your Call Centers

Thu, 08 Sep 2005 00:00:00 GMT

Executives who spend time in their companies' call centers learn an awful lot about how employees and customers really feel about their business. Maybe it's time you paid a visit.

Securing Growth Through a Great Workplace

Thu, 09 Jun 2005 00:00:00 GMT

In an industry with chronic turnover, Weiser Security has discovered an innovative way to retain talented employees while keeping customers engaged. The company has created a model that organizations in any industry can follow.

Watch Out: The Economy Is Improving

Thu, 10 Feb 2005 00:00:00 GMT

Things are starting to look up, and the job market could be getting healthy, too. That means it's time for managers to begin tackling what's sure to be their next challenge: staff turnover. Here are new approaches to an old and familiar problem.

This HCA Hospital's Healthy Turnaround

Thu, 13 Jan 2005 00:00:00 GMT

The Medical Center of Plano has always been viable -- but viable isn't acceptable in a town with 29 other world-class hospitals. To increase market share and profitability, this HCA hospital had to find a way to beat its competition. Here's how it met the challenge.

The Truth About Turnover

Mon, 04 Feb 2002 00:00:00 GMT

For many sales execs, low employee turnover is proof of their superior management skills. It's true that high employee retention may signal a manager's ability to foster a superior workplace, but it might also suggest a culture that fails to challenge employees or demand excellence. Find out the right amount of turnover for your sales force.

Tuning Up Your Talent Engine

Sat, 15 Sep 2001 00:00:00 GMT

Every year corporations spend millions of dollars attracting, training and retaining their employees, but few can quantify the return on their investment. But SAP Americas may have begun to crack the code. Using a new series of metrics designed by Gallup to identify the sources of turnover, SAP can test the revenue consequences of human capital investment options.

The Flip Side of Talent

Mon, 30 Jul 2001 00:00:00 GMT

Why are some tasks energizing and others mind-numbing? Because certain tasks demand your talents, and others just don't. In fact, focusing on non-talents can make us discouraged and disengaged -- and much less productive. So, why are we preoccupied with our non-talents? And how does this impact companies striving to maximize their human resources?