Employee departures can prompt high performers to exit | Businesses "hoarding" employees despite softening demand | Nearly 1/4 of US workers concerned AI could kill their jobs
A recent study on attrition has found that employee departures, whether voluntary or through layoffs, can influence exit rates for peers. High-performing employees have increased attrition rates following a layoff, but have higher retention rates when low-performing employees leave.
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Businesses are increasingly concerned about a recession but they're not laying off workers at an accelerated pace, according to a pair of surveys from The Conference Board and Business Roundtable. Hiring has slowed, but companies are "hoarding employees" and looking past headcount reductions while cutting costs as they seek to retain the skilled labor that was so difficult to find in recent years.
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Weighted vests are typically used to boost the intensity of a workout regimen, and researchers are studying their potential fitness benefits. Some study results show that runners using the vests used more oxygen, burned more calories, had higher heart rates and experienced greater performance than those who did not wear them, suggesting that the vests may help people get in better shape faster.
Employee-recognition programs, which can help retain workers, can take many different approaches from a day off to a cash bonus, writes Murali Nethi, founder and CEO of SnapBlooms, a flower-delivery service. A reward program should be tied to stated objectives, promote the company's mission, ensure that everyone has an opportunity to participate and provide choices for workers on how they wish to be recognized or rewarded, Nethi writes.
Jason Sudeikis as Ted Lasso (Gareth Cattermole/Getty Images)
Many columnists have covered the benefits of "Ted Lasso"-style leadership, but the how behind it is the real lesson, SmartBrief Senior Editor Candace Chellew writes. Lasso's feel-good leadership is underpinned by unfailing devotion to every person, all the time, so that he sees and brings out the best in them, Chellew notes.
Abraham was one of my favorite work colleagues. Smart, ambitious and intuitive, he had the respect of the highest levels of leadership in the company. Everyone listened to him. We worked in different offices -- he was in Boston -- but whenever he came to the west coast, we made time for lunch or dinner.
It was during one of those lunches that I told him, “Abe, if you ever leave this place, I’ll be right behind you.” He laughed. He understood that my interest wasn’t romantic or just based on our friendship. His departure would be a warning signal of a change brewing in company mission or strength.
The departure of high performers can absolutely affect others in your organization, as we see in today’s top story. People don’t want to stay in a place where high performers don’t work -- especially if it means that low performers stay and drag down morale or work output. High performers flavor your culture with their creativity and optimism and work ethic. They boost morale and spark innovative thinking in others.
How do you build relationship with your high performers? Do you check in with them to take a pulse on your organization’s culture and things you may not know? Let me know! And if you enjoy this brief, tell others so they can benefit also.
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