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Staffing Advisors Blog

The Key to Employee Retention is to Make Your People More Marketable

Posted by Bob Corlett on November 8, 2011

I've long said that the key to retaining great employees is to make them more marketable. Top performers always want jobs where they can make an impact, learn new skills, and raise their professional profile. What that opportunity is denied, they quit to go find it elsewhere. So if you want to keep great people, just accept the counter-intuitive wisdom of it, and keep making your people more marketable.

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When is a Recruiting Problem Not a Recruiting Problem?

Posted by Bob Corlett on September 13, 2011

Q: When is a tough recruiting problem not a recruiting problem?

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Your Best Employee Just Resigned, Now What?

Posted by Bob Corlett on May 9, 2011

When one of your top people resigns, your reptile brain goes into overdrive. Your cheeks flush, your mind swirls with emotions- anger, surprise, disappointment, maybe even embarrassment — and questions, always the questions: “Uh Oh, is this going to make me look bad with my boss (or the board)?” or “Oh no, how are we ever going to stay on track with the new systems roll-out now?” or “How is the team going to take this? Are they going to wonder if they are fools for staying here? Is this going to start a talent exodus?” (Oh, that lovely reptile brain — so brilliantly designed to escape the threat of hungry predators, and yet so hilariously unsuited to the “threats” of modern office work).

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What Neuroscience Tells us About Employee Retention

Posted by Bob Corlett on April 4, 2011

Some people dismiss employee engagement research as "too fuzzy."   Not me.   We have successfully integrated key principles of employee engagement research into our recruiting process.   I know it works.    And naturally, as a headhunter, I'm also fascinated with how people make decisions, so I devour research on the neuroscience of decision-making.

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Negotiating Salaries for New Hires: Internal Equity vs. Market Rate

Posted by Bob Corlett on February 15, 2011

Does this sound familiar?  "I can't pay our new manager $110k because the other manager in that department only earns $95k." Hiring managers often hamstring themselves over this kind of "internal equity" consideration. I've written previously about the dangers of hiring to fit the budget, instead of hiring someone with the skills to actually do the job.  This "internal equity" consideration is exactly the same kind of problem.

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Affordable Job Perks

Posted by Bob Corlett on August 23, 2010

As the economy recovers and top performers start heading for the door, companies are looking for ways other than salary increases to compensate their employees.

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When "More Recruiting" Just Makes Things Worse

Posted by Bob Corlett on June 9, 2010

I think most organizations do too little recruiting, not working hard enough to find the right people who can really drive results.

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Managers with Really "High Standards"

Posted by Bob Corlett on May 7, 2010

"I need to warn you, Mary has really high standards." You hear this kind of comment all the time in the workplace. But what does it mean, really? Is Mary some impossible-to-please overly demanding ogre? A detail-obsessed punctillious, nitpicking micromanager? Often the person issuing the "warning" secretly thinks so - Mary's behavior is a mystery to them.

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Who Else is Heading for the Door?

Posted by Bob Corlett on January 4, 2010

When a top executive leaves an organization, everyone scrambles to fill that key vacancy. But in the hurry to do that, a far bigger turnover problem is often overlooked.

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Your Best People Are Getting Calls

Posted by Bob Corlett on November 16, 2009

I just spoke with someone we placed last year.  The good news is that she is happy and thriving, likes the direction of her organization and sees a bright future for herself.  (Yeaa hiring process).

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