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A service division approached us with the following data: 50% of all new hires resigned within 2 years; for every person who transferred into its operational unit, 4 employees transferred out and 60% of all external job offers extended were declined.
The head of HR described the existing state as “reverse engagement,” that is, the people of this division were engaged in multiple means of leaving this business unit rapidly.
The question he posed to us was “What could we do to stop this trend and create an environment where its people we so fully engaged that internal and external talent sought out this unit as the place to work among all the company’s divisions?”
AlexanderHancock designed an approach that used focus groups and a customized employee engagement survey to identify the key drivers of engagement, discover the leading indicators of the strengthening or weakening of engagement, recommend plans to increase engagement and design and develop targeted training of leaders in the skills and tools needed to quickly assess and foster the engagement of the direct reports.
As a result of the programs initiated in response to the survey, the retention rate of new hires improved to 90% over the first two years. The transfer rate of talent from the division to another internal business unit was reversed: for every one person who left, four internal transfers joined the division. External job acceptance rates climbed from 40% to over 75%. The division continued to survey its employees yearly and added a Gallup “pulse check” mid year engagement survey to monitor progress. Over the course of two years, the survey’s highly satisfied and satisfied combined scores increased from 39% to 81%. Many of the programs initiated by this division were adopted by several other business units within the company.
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