Many organizations pay special attention to employee retention; especially in a tight labor market. Employee turnover can be a significant expense given the associated direct and indirect costs.
The extraordinary sharpness linked to our Value Science foundation facilitates analysis that yields statistically significant findings. As a result, customers are able to compare the thinking values and related emotional intelligence (“EQ”) of managers with excellent retention records with those of managers with poor retention histories. In addition, customers can examine the value structures and corresponding EQ of employees with sustained tenures and contrast that data with the same information collected from employees who terminated their employment with undesirable tenures.
When reconciling the value structures of these contrasting performance classes, customers are able to discern striking thinking orientation differences between the managers with above-average retention records versus the ones with below- average retention histories. This also holds true with the individual employee analysis. Employees linked to both voluntary and involuntary terminations with tenures well below average timetables present significant disparities in their respective value structures.
By applying our science to an activity that has historically been more reliant on art, our customers who utilize our analytic services in this capacity routinely improve their employee retention by double digit percentage proportions. This is because they become more knowledgeable about the thinking orientations necessary to succeed in their respective jobs, and the essential changes or enhancements that may need to be made regarding their management training agendas.