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, PhD, DBA, SPHR, SHRM-SCP, CPTD Fellow, RODC, FLMI is a Distinguished Professor in theWorkforce Education and Development program in the Department of Learning and Performance Systems at thePennsylvania State University, University Park campus.Work ExperienceDr. Rothwell worked full-time in human resources, training and Organization Development in both government (Illinois Office of Auditor General) and in a multinational company (American Brands, #48 on the Fortune 500 list) from 1979 until he joined Penn State University as a professor to head up a graduate program in Human Resource Development/Organization Development He has been a consultant for …
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