Employee Retention - Benchmark Your Jobs, Not Your People

Good to Indoor Inflatables Kid Great,Compani that want to attract top talent will increas their odd of do so with job benchmarking. As Jim Collin sai in hi book. Peopl ar not your most import asset. The right peopl are.

but here s a better one

Mani compani benchmark their top perform to determin how to hire more peopl like them. That s a good idea..

benchmark your jobs. When you benchmark peopl there ar variabl that mai skew the result and not give you an accur pictur of the ideal person for the position. When peopl assess other people,Instead of benchmark your people. their person bias enter in, in addit to the fact that peopl ar complex and bring unknown variabl that mai or mai not have anyth to do with success in the job.

so to speak,If you let the job talk. you ll get an accur and reliabl pictur of how the job should be done – the behaviors, motivations, and person skill need for the ideal job fit.

Her ar the step to follow in benchmark a position.

get three to seven peopl in the compani who know the job well your subject matter expert to sit down with an unbias facilit and begin list everyth the person in the posit must do for the job to exist. Then categor the list; categori might includ Professionalism,First. Communication, Custom Service, etc.

From those categori the group defin the Kei Accountabl for the person in the job. A Kei Accountabl is a concis statement that describ the perform object for a particular position. Most job will have from three to five Kei Accountabilities.

although the person s job duti can fall under the head of each Kei AccountabilityA n exampl of a Kei Accountabl for the job of receptionist might be to Provid excel servic in a pleasant and profession manner to custom and team member at all times. Kei Accountabl ar not list of tasks..

Th job expert then priorit each Kei Accountabl and rank them as to order of importance. Everyon should take note and keep the Kei Accountabl in front of them for the next step.

thei re readi to do two job benchmark assessments. The first look at the behavior need for the job; the second look at job motivators,When everyon is satisfi the Kei Accountabl ar complete. what valu peopl ideal should have to be passion about the job. Refer to their Kei Accountabl throughout, particip must reach a consensu on how to rank the statement of behavior and motiv in the job benchmark questionnaires.

Then the compani assess it employe and compar the job benchmark assess with their scores. Those who best match both job assess will be your top perform and peopl with those behavior style and valu ar the on you want to hire in the future.

Compani that do job benchmark have achiev some amaz result in reduc turnov and increas job satisfaction.

* A mortgag compani wa experienc over 300% turnov annual among their sale department. The posit wa benchmark and the top 5 sale peopl were compar to the benchmark. Turnov wa reduc 250% in just 6 month after job benchmarking.

*A noth compani wa lose 50% of it new hire dure the train program. Benchmark the job and bring in the right peopl increas retent to 80%.

thei reduc that number to zero dure the last 18 months*A nother organ had a 74% turnov in it sale force. After the benchmark and debriefing..

Internat Source: Target Training.

not onli in money,High turnov ha a high price. but also in stress and low moral to HR departments, recruiters, supervisors, and support teams. The cost of job benchmark and employe assess ar extrem low by comparison.

77% of the HR profession rank attract talent as on of their top five priorities. By comparison,A 2006 studi of 422 HR profession show that 49% of them said attract and retain new talent is their top challenge. At corpor with revenu over $1 billion. 73% chose health-car cost as their number on challenge. Source: Human Resourc Profession Online, March 1, 2007