tag:blogger.com,1999:blog-33004692.post1813714175519890221..comments2023-10-31T12:58:36.729+01:00Comments on Evil HR Lady: Turnover (Not Apple or Cherry, Unfortunately)Suzanne Lucashttp://www.blogger.com/profile/07129772885673695447noreply@blogger.comBlogger8125tag:blogger.com,1999:blog-33004692.post-56048159414835186302007-10-12T01:57:00.000+02:002007-10-12T01:57:00.000+02:00So was the typo "Circut City" a Freudian slip?So was the typo "Circut City" a Freudian slip?Figure 8https://www.blogger.com/profile/10929190708930513535noreply@blogger.comtag:blogger.com,1999:blog-33004692.post-10467795739773358902007-10-11T18:40:00.000+02:002007-10-11T18:40:00.000+02:00An excellent post, EHRL.An excellent post, EHRL.Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-33004692.post-70038426693065672122007-10-10T18:19:00.000+02:002007-10-10T18:19:00.000+02:00One of the problems with turnover statistics/rates...One of the problems with turnover statistics/rates/etc is that management will often focus on the overall percent change from one period to another , and not on the fact that a portion of that percent might be a good thing.Evil HRISguyhttps://www.blogger.com/profile/09205002744797246461noreply@blogger.comtag:blogger.com,1999:blog-33004692.post-20209307878913097092007-10-10T18:05:00.000+02:002007-10-10T18:05:00.000+02:00lea--but their lack of good products comes from ha...lea--but their lack of good products comes from having the wrong people on board. They were so good at retention that many people, unlike your father, knew they'd have a job for life so they didn't change with the market.<BR/><BR/>With the right people, they'd have different products.Evil HR Ladyhttps://www.blogger.com/profile/14506069540151526951noreply@blogger.comtag:blogger.com,1999:blog-33004692.post-54035181385005202362007-10-10T17:54:00.000+02:002007-10-10T17:54:00.000+02:00Promoting good turn over by decreasing annual rais...Promoting good turn over by decreasing annual raises in targeted departments is a weak strategy in my opinion.<BR/><BR/>Of course how to tackle the project depends upon the company culture, the "legacy" of former leaders, size, current policies, etc. Not knowing anything about the organization...I am inclined to think HR should work with the managers of the targeted depts to identify employees that need to be managed out of the company via performance management/progressive discipline or layoff. Of course those situations cost money - but so does waiting for Bobby Joe in AR who has worked there 20 years to get fed up enough to quit on you. Low morale leads to more workers comp claims, performance issues, higher healthcare experience ratings, FMLA use/abuse and so on and so forth. Plus, I just like the idea of a more direct, laser like approach.Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-33004692.post-74360694802917214902007-10-10T17:31:00.000+02:002007-10-10T17:31:00.000+02:00Evil, you've struck a topic close to MY heart -- K...Evil, you've struck a topic close to MY heart -- Kodak. I'm from Rochester and I grew up in Kodak Park. My Dad worked at Kodak for 30+ years; he took the early retirement buyout in 2004. <BR/><BR/>My Dad is from Ethoipia, and when he came here in 1973, everyone in Rochester told him to get a job with Kodak and he'd be set for life. Then came the layoffs. From 1983 through 2004, my Mom worried that Dad would be the next to get laid off, which was not a fun way to live. Dad kept his skills updated and changed areas of the company every 5 to 8 years or so, eventually becoming a computer specialist. He stayed viable even while Kodak did not.<BR/><BR/>The destruction of the neighborhood where I grew up breaks my heart, because it's also the destruction of Rochester. The city is dying -- there are few jobs available, tons of houses are for sale, and businesses everywhere that relied on Kodak employees are closing.<BR/><BR/>From my perspective, it wasn't Kodak's attitude toward wages and benefits that was the problem -- it was the company's inability to change its products for the times. Kodak made its money from film, not cameras, and digital technology has made film all but obsolete. Could you make the argument that new blood in Kodak might have helped execs see the handwriting on the wall sooner? Perhaps. But Kodak also had something like four CEOs in a decade -- now that's some bad turnover. There was no consistent leadership at the top, no vision. Perhaps another problem was that Kodak failed to grow its own CEO.Lea Setegnhttps://www.blogger.com/profile/07842916689999034775noreply@blogger.comtag:blogger.com,1999:blog-33004692.post-67855478819100642572007-10-10T15:12:00.000+02:002007-10-10T15:12:00.000+02:00dean dad--I knew I should have asked your opinion....dean dad--I knew I should have asked your opinion.Evil HR Ladyhttps://www.blogger.com/profile/14506069540151526951noreply@blogger.comtag:blogger.com,1999:blog-33004692.post-30783253685238254542007-10-10T14:54:00.000+02:002007-10-10T14:54:00.000+02:00Anybody who thinks turnover is always a bad thing ...Anybody who thinks turnover is always a bad thing is invited to manage tenured faculty for a while.<BR/><BR/>"But we've always done it that way" is almost a religion.Dean Dadhttps://www.blogger.com/profile/04956229655057842122noreply@blogger.com