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