Peter has been walking around with a couple of issues lately. If you exactly understood what they were, you could respond to them in time and keep him playing on YOUR team.
Seven out of ten reasons for leaving are more or less preventable. There is a lot you can do to avoid voluntary turnover, if you have the right information.
Replacement costs
Running adds, manning recruitment stands, doing job interviews, paying recruiters... It's a costly affair.
Unneccessary strain on the recruitment team
The jobmarket has never been so tight, the pressure on your recruitment team is already high as it is.
Vacancy cost
Every day your vacancy is open, you are loosing money.
Opportunity cost
A newcomer needs additional attention form existing teammembers. That is time they could have spent on something else.
Training and productivity cost
A newcomer needs additional skill & technical training and makes rookie mistakes that cost you.
of employees leaving you could have been retained if you talked to them in time about what matters to them
of your employees are actively looking for other opportunities outside
of a their annual salary is what it costs to replace an employee
Potential is often confused with performance. Only 30% of high performers are also high potentials. Get past the usual suspects in potential detection.
Don't make assumptions about career aspirations. Make employees attentive to their pitfalls.
Discussions behind closed doors and undisclosed criteria undermine trust. Increase transparency by using evidence-based data.
No more data Excel powered data collection on endless calibration meetings. Spend your time on what really matters: planning for development and follow-up.
Start to look ahead with our Talent Review Profiler.
Potential and performance are all too often confused.
Get beyond the linear HR reporting cycle and focus on the core of talent management. Valuable decision information that creates a real impact and inspires people.