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New Thinking on Employee Retention to Slash Turnover
- What is turnover, and what are the types of turnover?
- What roles should be played by HR and by operating/line managers in cutting turnover?
- How can turnover be slashed?
Overview of the webinar
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.
Who should attend?
- HR Practitioners
- Operating Managers
- Front-line Supervisors
- HR Managers
Why should you attend?
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.
Faculty - Mr.William J Rothwell
William J. Rothwell, Ph.D., SPHR, SHRM-SCP, CPLP Fellow is President of Rothwell and Associates, Inc., a full-service consulting company that specializes in succession planning. He is also a Professor of Learning and Performance in the Workforce Education and Development program, Department of Learning and Performance Systems, at The Pennsylvania State University, University Park campus. In that capacity, he heads up a top-ranked graduate program in learning and performance. He has authored, co-authored, edited, or co-edited 300 books, book chapters, and articles—including 64 books. Before arriving at Penn State in 1993, he had 20 years of work experience as a Training Director in government and in business. As a consultant he has worked with over 50 multinational corporations--including Motorola, General Motors, Ford, and many others. In 2004, he earned the Graduate Faculty Teaching Award at Pennsylvania State University, a single award given to the best graduate faculty member on the 23 campuses of the Penn State system. His train-the- trainer programs have won global awards.
Credits
ComplianceIQ is recognized by SHRM to offer Professional Development Credits (PDCs) for the SHRM-CPSM or SHRM-SCPSM. This program is valid for [1] PDCs for the SHRM-CPSM or SHRM-SCPSM. For more information about certification or recertification, please visit www.shrmcertification.org.
HR (General) recertification credit hours toward aPHR™, PHR®, PHRca®, SPHR®, GPHR®, PHRi™ and SPHRi™ recertification through HR Certification Institute® (HRCI®). Please make note of the activity ID number on your recertification application form. For more information about certification or recertification, please visit the HR Certification Institute website at www.hrci.org