Training, Development and Retention

We’ve identified the rolling talent deficit and talked about how to measure it, but what is the real impact to your organization? In short, it hurts your employment brand and your ability to recruit in the future.

In my last post, I started by defining the time frame. This is crucial because all organizations need an efficient recruiting methodology that can continually source and make talent available for the organization. As the saying goes, you are only as good as your last hire.

In my last post about the rolling talent deficit, I talked about the problem of having unfilled positions month after month. After a while, this cycle takes its toll on an organization and can lead to an almost insurmountable backlog of unfilled jobs. How do you know if you’re running in a talent deficit? Below is an easy method for determining your level of deficit today and the rolling effect it will have in the future. 

In my last two articles, I’ve set the stage for a people-focused review of the employee experience. In short, the experiences people have as they move through the “employee lifecycle” depend a great deal on how they are treated by others. Seems like a no-brainer, right? Why then, do we focus so much more on processes, policies, and programs than we do on what it feels like to be an employee?

I have recently been reading a number of comments from business minded folks. What are they thinking?

So here is a checklist for CEO’s.

Ask these questions. It is too important to leave it to someone else. Your business your reputation your success.

In today’s tight job market, a current and common complaint among businesses is their inability to retain quality personnel.

The surge in baby boomer retirements together with increasing competition for talented employees is making it hard to keep good people.

Among various behavioral theories long generally believed and embraced by American business are those of Frederick Herzberg and Abraham Maslow. Herzberg, a psychologist, proposed a theory about job factors that motivate employees. Maslow, a behavioral scientist and contemporary of Herzberg's, developed a theory about the rank and satisfaction of various human needs and how people pursue these needs. These theories are widely cited in the business literature.