Manager of talent management, Doosan Infracore Construction Equipment, Seoul, South KoreaRead More
Managing director, Charles Schwab & Co., San FranciscoRead More
Outfitting workers with well-suited age, ethnic benefits requires tailoring. Read More
General Motors has agreed to retain or create 6,400 jobs as part of $2.5 billion in planned product and plant investments under a new labor accord with the UAW. In a move to encourage GM to add jobs, the union and automaker negotiated new buyout offers of $10,000 to $65,000 to encourage long-time workers to retire and be replaced with lower-paid, entry-level workers.
Contrary to the sour economic mood, employers are giving salary increases averaging 3.1 percent in 2009, while only 10 percent of employers are freezing salaries of their workers, surveys conclude.Read More
Employers can expect a struggle trying to keep young talent for the long haul, as 61 percent of survey participants say they will stay at their first job for less than three years.Read More
Two reports released November 17 put hard numbers on the degree to which workers today are discontented in the wake of company decisions to cut staff, freeze salaries and take other steps during the recession of the past year.Read More
What best practices do today’s top organizations use to retain their call/contact center staff?
How can I manage retention during downsizing? Our business area is downsizing in order to close down in about four years. We have begun doing some layoffs this year, but much of our business will continue for several years and retention remains a serious issue. We are trying to find other jobs within the company for laid-off people and have been open about expected release dates. However, we are afraid that this will not be enough to keep all of our key people.
Our company is growing overseas and often buys companies that are, in reality, people with connections. The person is usually a trader of commodities and has built a business around personal expertise and contacts (so if they go, the business goes with them). How could we creatively motivate and compensate these people to build the business beyond themselves and thus make our investment last long after they leave?