Retention | Page 19 (314 items)

The best way to get leaders' buy-in for people initiatives is to 'get their skin in the game' and have them drive it, according to the HR director for employment services company Adecco Australia, Erica Page.

Special programs aimed at retaining top performers could be obsolete, according to a study of more than 3000 exit interviews, which found these employees leave mostly for the same reasons as everybody else.

As a not-for-profit organisation, Starlight Children's Foundation has a lot to do with limited funds, so it places high expectations on its people.

Shared ownership of ideas is one of the key tenets of Cirque du Soleil's success, as all employees work better when given a "share in the pot", says the circus's former director of creation.

In the face of unprecedented change, rising disengagement and inflated employee expectations, employers need to build brands that "cut through the clutter" to engage people, according to marketing expert Dan Gregory.

Many organisations will find themselves without a pipeline of professional female talent if they don't take steps soon to mainstream flexibility, according to a panel of diversity experts.

Employers are placing undue weight on the power of salary as a retention tool, often thinking that pay factors more highly in reasons to leave than employees do, according to a recent study.

A lack of consistency between induction and training processes and documentation is preventing many employers from getting the most out of young workers before they move on, warns Holocentric CEO Bruce Nixon.

An organisation that offers new employees a $500 cash incentive for leaving the company within three months is reporting a higher level of engagement overall as a result.

The most important metrics an organisation can measure are those with definite line of sight to the bottom line, says Intellectual Capital Consulting co-founder and chief performance officer Cathy Missilldine.