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Employee Retention Strategies Print E-mail
Saturday, 06 February 2010

Are You Wasting Time and Money on the Wrong Retention Strategies?

Written by Carol Morrison from i4cp

employees leave their jobs because they're dissatisfied with their compensation.Here's a late-breaking bulletin: employees leave their jobs because they're dissatisfied with their compensation. Are you shocked? We weren't either. But when results of i4cp's latest survey on Retention Strategy and Execution confirmed the top reason workers bail, we decided to take a closer look. Mean responses from all participants found non-work-related events/issues (spouse relocation, health, etc.) in second place, with poor work/life balance ranking third among departure drivers across all company sizes and industries.

Because i4cp's mission is to empower organizations to become high performers, we dissect our research results with great care, digging deep to find the strategies and behaviors that separate top firms from the also-rans. And we do this across the five domains that influence organizational performance: strategy, leadership, talent, culture and market. This recent survey points out that key retention questions for leaders within the talent domain are these: Do people leave high-performing and lower-performing organizations for different reasons? Do companies wait until it's too late to ask why workers abandon ship? Are companies' retention strategies accurately targeting the turnover drivers at work in their particular situations?

When it comes to the number-one turnover motivator in high-performing firms, our results revealed that unhappiness with compensation also was the primary culprit. However, respondents indicated that workers depart lower-performing companies because they have poor relationships with their managers: Two very different situations requiring diverse interventions.

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10 Critical Performance Issues Print E-mail
Tuesday, 02 February 2010

Ten Critical Performance Issues for 2010

Written by Mark Vickers from i4cp

Mark Vickers, VP Research, I4cp
Mark Vickers
Are we really three weeks into the new year already? Time flies when you've got too many things to do and not enough time to do them. That's why both organizations and individuals need to prioritize. Not only can setting priorities make organizations less frenzied, they can make them more effective - assuming, of course, they're focusing on the issues that really improve performance.

Last week, our CEO Kevin Oakes wrote about the five domains of high performance. This week, we're going to break things down to highlight some of the most critical subcomponents of each domain, based on i4cp's new study of the major issues of 2010.

We asked study participants to look ahead and identify the issues that would be most important to their organizations in the coming year. We also asked them to rate their organizations' effectiveness in addressing those issues. Why? Because being highly important doesn't mean something is critical. It's critical only if two things are true: it's important AND the organization is not effective enough in managing it.

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Kevin Oakes - High Performance Print E-mail
Friday, 29 January 2010

The Five Domains of High Performance

Written by Kevin Oakes from i4cp

Kevin Oakes
Kevin Oakes
Pick a leader - any successful leader. Then search Amazon and see how many books and other publications come up on that person. Abraham Lincoln? 83,642. Gandhi? 61,923. Even Barack Obama, who was widely introduced to the world just five years ago, has 8,670. People love studying successful people.

In the same way that many people have an insatiable appetite to study successful leaders, we in the business world tend to be fascinated with high-performance organizations. What are they like? What do they do differently? Is there a secret recipe that allows them to outperform their competition?

Of course, many books have been dedicated to this subject. From Tom Peters's and Bob Waterman's early 80's best seller In Search of Excellence to Jim Collins' Built to Last and Good to Great, there has been a succession of books that leaders and managers across the globe have devoured. Programs such as GE's Six Sigma have trained countless people in how to achieve top performance and consultants have built entire practices around elements of high-performing companies.

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