Could Predictive Intelligence Provide a Win-Win For Employers and Employees?

A version of the following article appeared in the September 2016 issue (pp.20–21) of Harvard Business Review.

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Paul Garland

Why People Quit Their Jobs

Some find value in “predictive intelligence because it helps … reduce clients’ attrition—and spot things that may be driving it. ‘Is it a bad manager?… Is there a training component? Are we undervaluing certain positions?’  It gives you a nice opportunity to think about what the trigger might have been—and to ask questions before you lose talent.”

“Why People Quit Their Jobs” is an article primarily addressing the fact that, although the employment relationship has become a transient one, there may be ways to improve or incentivize longevity.

I share it because 1) it points out that attrition is not unavoidable, and 2) it might just help you lessen the need for services like mine, too.

Through the lens of employment litigation, there’s more to gain from this article
than detecting leaks in the employment relationship:  similar detection may head off litigation over individual or systemic frustration, misperceived decision-making, faulty communication, non-compete concerns, loss of proprietary information, etc.

“Attrition has always been expensive for companies, but in many industries the cost of losing good workers is rising …”

Be it as simple as employing some means of internal monitoring, or a more technical approach that calls for outsourcing the job, predictive intelligence can not only be used to cultivate the employer-employee relationship, but it can also provide a measure of mitigation, if not prevention.

Full article:  https://hbr.org/2016/09/why-people-quit-their-jobs

About the Research: “The New Path Forward: Creating Compelling Careers for Employees and Organizations,” by CEB (white paper)

 

About Maria Hanna Joseph

Maria Hanna Joseph is Principal of Joseph Mediation. Her 25 years of experience in employment law, include 16+ of work and mediating for the Massachusetts Commission Against Discrimination which through which she has gained valuable insight into the MCAD, its practices and decision making. This, as well as her experience in plaintiff and defense litigation, with private and public sector clients, international and local business concerns, and in issues from harassment and discrimination, to noncompetition agreements, business operation, transgender workplace matters, retaliation and many others, lend her valuable perspective for understanding and mediating an array of legal and personal issues. In terms of volume, Maria has served more than 2,000 cases. Maria's practice has been honed with study of mediation at Harvard Law School's Program of Instruction for Lawyers, negotiation at Harvard Law School's Program on Negotiation, and in the disciplines of Transformative Mediation and Family/Domestic Mediation, which are significant assets in managing the personal nature of employment disputes, and conflict in general. Attorneys and parties know Maria as candid, pragmatic and persevering in her commitment to help them achieve meaningful settlements while keeping sight of their most important interests. The insight and creativity afforded by her experience and training are realized in the resolutions that manifest. These qualities, along with her demeanor and the trust she engenders, have earned Maria a reputation for being able to manage highly tense and fraught situations and individuals, and settle a wide variety of disputes and tough cases.
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