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Employee retention. --- Labor turnover. --- Employee turnover --- Turnover of labor --- Retention of employees --- Personnel management --- Labor mobility
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Employee retention. --- Labor turnover. --- Employee retention --- Labor turnover --- Marketing & Sales --- Commerce --- Business & Economics --- Retention of employees --- Personnel management --- Employee turnover --- Turnover of labor --- Labor mobility
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Human capital --- Labor turnover --- Employee turnover --- Turnover of labor --- Human assets --- Human beings --- Human resources --- Economic value --- Business management --- Personnel management --- Labor mobility --- Capital --- Labor supply
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Retention is becoming one of the most pressing concerns of employers worldwide. This book provides an overview of talent retention and defines retention and turnover in very specific measures. It explores the full impact of talent departure and most important it offers proven solutions to talent retention. The book clearly shows how to forecast the ROI of talent retention solutions and how to capture the actual ROI after the solution was implemented. This is a practical book providing an ROI approach to HR managers and practitioners.
Employee retention. --- Labor turnover. --- Employee turnover --- Turnover of labor --- Personnel management --- Labor mobility --- Retention of employees --- Employee retention --- Labor turnover --- E-books
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At first sight, EVS Broadcast Equipment was just facing a high staff turnover and a low employee engagement rate. However, analyses showed the company was going through a deep HR issue which was related to HR metrics and talent management. It was decided to implement hard HR metrics and HR tools in order to better sustain EVS' HR strategy. Simultaneously, it was decided to implement talent management as the HR department is focused on their employee engagement and all topics related. This thesis explores the different tools and processes that were put in place in the company.
Talent Management --- Succession planning --- HR metrics --- HR analytics --- HR strategy --- Implementation --- HR tools --- Employee turnover --- Employee engagement --- Sciences économiques & de gestion > Gestion des ressources humaines
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This empirical study investigates the characteristics of boards of directors and their impact on employee turnover within small and medium-sized enterprises (SMEs) in Belgium. Boards of directors play a crucial role in corporate governance and strategic direction, directly influencing organizational culture and human resource management practices. The primary objective of this research is to analyze how specific board characteristics, such as size, diversity, age, Women CEO affect employee turnover rates in Belgian SMEs. Employee turnover represents a significant challenge for SMEs, impacting both productivity and operational costs. The findings of the study indicate that certain board characteristics have a significant impact on employee turnover. Actually, board characteristics that have been studied, for instance: board size, board age, gender diversity, and the presence of women CEOs exhibit varying degrees of influence on employee turnover. The negative association observed between board size and turnover suggests that smaller boards might be less effective in retaining employees, possibly due to lack of cohesive decision-making or the short-term focus as smaller boards might prioritize immediate operational issues over long-term strategic planning. Furthermore, the positive relationship between board age and employee turnover indicates that older boards may struggle to adapt to the needs of a dynamic workforce. These conclusions have important implications for SMEs seeking to improve their governance and reduce employee turnover. By optimizing the composition of their boards of directors, companies can not only enhance their organizational performance but also create a more stable and attractive working environment for their employees.
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"Employee turnover is recognised as costly". The consequences of an employee’s departure result in a loss for the employer in terms of training and productivity. That is, employers do not want to lose their workers. Previous studies have shown that employee benefits plans can be suitable and relevant to deal with retention and companies’ attractiveness. Thanks to them, an employer can differentiate himself from another employer. Group insurances are mainly used to provide an extra-legal pension capital. In Belgium, many employers offer this kind of retirement plan. Although some authors have studied the consequences of implementing different employee benefits plans, in Belgium, there is a lack of interest in research studies regarding the impact of a group insurance on employee retention in companies. The aim of this master thesis is to develop a specific thought on the group insurance offered, in Belgium, by employers to their employees and to establish if there is a causal link between this specific employee benefit and employee loyalty. This thesis provides a current assessment of the situation of employee retention in Belgium through a group insurance. In this study, we try to answer our research question: “the practice of employee retention in Belgium through the group insurance: is it relevant and efficient?”. The first part which is theoretical helps to acquire a better understanding of the group insurance. A literature review is carried out to take meaning of important factors in retention and loyalty of employees. The second part concerns the methodology used which is the qualitative research through semi-structured interviews. To answer the main research question, we have formulated five sub-questions to have specific items to discuss during the interviews. They describe the employees’ knowledge about group insurances; they explain how this cash alternative is perceived by employees; they discuss the motivations of employers to implement a group insurance; they search of an asymmetry (if any) between the employees’ perception of this product and the offer made by employers as well as whether a group insurance is a retention factor in companies. Our contribution is to raise awareness among employers and employees as well as any interested person about the relevance (or not) and the possibilities (or not) of staff retention via the use of the group insurance. The findings show that there is a weakness in the employees’ knowledge about group insurances including tax benefits and guarantees except the retirement capital. Employers use them mainly due to tax efficiency and epidemic trend to attract people. A group insurance taken individually is not enough to retain employees, insofar factors that make candidates stay within 'their' company are not only financial ones. We use the metaphor of a candidate, which is the 'three-legged stool'. There must be a balance between the "social" factor, the "salary package" and the "work task". A group insurance is an element that can be part of the employee's salary package. The salary package can be a criterion on which employees decide according to all their own important criteria (to come, to stay or to leave a company). A qualified opinion seems us more prudent to answer the research question, we can say that in our sample (and only within), a group insurance can sometimes play a "secondary" and "indirect" role in retention. Even if a group insurance is not seen as a key factor in retention, as it is explained in this master thesis, if employers want to raise the group insurance influence, communication by employers (on tax benefits for employees and other guarantees (if any)) as required by some employees and a revision of the group insurance contribution amount can be key factors in the employees’ understanding and appreciation and thus can lead to a stronger impact.
assurance groupe --- assurance de groupe --- assurances vie --- fidélisation --- rétention --- assurances --- group insurance --- retention --- employee turnover --- insurances --- employee benefits --- life insurances --- Sciences économiques & de gestion > Finance --- Sciences économiques & de gestion > Gestion des ressources humaines --- Sciences économiques & de gestion > Multidisciplinaire, généralités & autres
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Labour market --- Social security law --- 331.57 --- 368.4 --- Labor turnover --- -Insurance, Unemployment --- -09.09.e --- Insurance, Unemployment --- Unemployment benefits --- Unemployment compensation --- Income maintenance programs --- Insurance --- Employee turnover --- Turnover of labor --- Personnel management --- Labor mobility --- Werkloosheidsbestrijding. Werkgelegenheidssubsidies --- Sociale verzekering --- Experience rating --- -Sociale verzekering ; Verenigde Staten ; Werkloosheid --- Unemployment insurance --- 368.4 Sociale verzekering --- 331.57 Werkloosheidsbestrijding. Werkgelegenheidssubsidies --- 09.09.e --- Sociale verzekering ; Verenigde Staten ; Werkloosheid
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Executives --- -Executives --- -Labor turnover --- -Recrutement Werving --- Orientation du personnel Personeelsorientatie --- Stratégies (management) Strategieën (management) --- Budget Begroting --- Employee turnover --- Turnover of labor --- Personnel management --- Labor mobility --- Business executives --- Company officers --- Corporate officers --- Corporation executives --- Managers --- Management --- Recruiting --- -Costs --- -Statistics --- Salaries, etc --- Statistics --- Labor turnover --- Salaries, etc. --- Statistics. --- Costs --- Recrutement Werving --- Recruiting&delete& --- Costs&delete&
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What is so bad about your company that would make people quit without a good reason? Find out.
Employee retention. --- Job satisfaction. --- Labor turnover. --- employee retention. --- job satisfaction. --- labor turnover. --- Employee turnover --- Turnover of labor --- Occupational satisfaction --- Work satisfaction --- Retention of employees --- Personnel management --- Labor mobility --- Quality of work life --- Satisfaction --- Job enrichment --- Employee retention --- Job satisfaction --- Labor turnover
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