Retention | Page 23 (314 items)

Most employers are reluctant to openly identify and label key workers as "critical talent", but fears this status will be used as a bargaining chip are misplaced, says human capital expert Anthony Sork.

Creating a new business culture following a merger and acquisition requires "pace over perfection" and a willingness to make some mistakes, says Bupa Australia's director of HR, Penny Lovett.

Organisations have made some progress in providing work/life balance over the past decade, but leaders and managers - not employees - are the ones who have benefited, new research shows.

Graduate programs that separate recruitment from development are at risk of over promising and under delivering, says David Cvetkovski, national manager of strategy and delivery at Fusion Graduate Management Solutions.

Despite foregoing pay rises and perks throughout the downturn, most employees now require very little from their employers to become re-engaged at work, says retention expert Lisa Halloran.

A company that helps its workers to further their careers, not just within the organisation but also beyond it, has achieved "Best of the Best" status in Hewitt's 2009/10 employer accreditation program.

A Perth law firm that implemented a "people first" strategy to address high staff turnover and low engagement achieved momentum and success by getting some "quick wins in place" early on.

Managers should acknowledge the work put in by their employees on a daily basis, says RedBalloon for Corporate account director James Wright.

An "engaged" employee can still be "a real flight risk", says SHL director Stephanie Christopher - especially in a situation where a leader, "who they may have personal respect for and loyalty towards", leaves the company.

Almost nine in ten employers in Australia and New Zealand have established flexible work practices, but many admit their employees are unaware of the benefits - and less than half are using them to attract new candidates, a Rubicor survey has found.