#improve employee retention

[theemployerdomain]

Beyond Benefits: Improving Employee Retention Through Six Sigma Techniques

Employee retention is a crucial consideration for organizations pursuing long-term success. While offering competitive pay and alluring benefits is essential for luring grand personnel, keeping them on board calls for a more all-encompassing strategy. Six Sigma, a data-driven methodology aimed at process improvement and minimizing defects, can be a powerful tool for improving employee retention.   

In this article, we will explore factors that improve employee retention and how Six Sigma techniques can contribute to creating a workplace environment that fosters employee satisfaction, engagement, and loyalty.

What are the benefits of improving employee retention?

Improving employee retention can bring about numerous benefits for organizations. Here are some key advantages:

Cost Savings:

 High attrition can be costly because of the expenses associated with hiring, onboarding, and training. Employers can ensure more effective use of their resources and save money on hiring methods by keeping their current workforce.   

Increased Productivity: 

Long-term workers typically have a deeper understanding of their responsibilities and the workings of a company. Staff members who are more comfortable with their work may produce more as a result of their greater familiarity.

Knowledge Retention: 

Employees with tenure have important institutional knowledge about the business, its procedures, and its culture. By keeping these people on staff, such disruptions are avoided because this expertise is preserved and not lost when workers depart.

ImprovedConfidence: 

High turnover can adversely influence the assurance of residual employees. At the point when partners leave habitually, it can create vulnerability and a feeling of insecurity. By holding representatives, associations cultivate a more certain and stable workplace, lifting in general confidence level.

Enhanced Employee Engagement: 

Employees who feel esteemed and appreciated are bound to take part in their work. Associations that attention to maintenance frequently carry out techniques to increment worker satisfaction, prompting more significant levels of engagement.

How to improve employee retention and motivation through Six Sigma Techniques? 

1. Identifying Pain Points:

Six Sigma starts with the distinguishing proof of cycle failures and regions for development. Essentially, associations ought to lead customary appraisals to recognize trouble spots as far as they can tell. It includes looking for criticism through overviews, one-on-one conversations, and execution audits.

By understanding the variables that add to worker disappointment or turnover, associations can target explicit regions for development.

2. DMAIC Approach to Employee Engagement:

The DMAIC (Define, Measure, Analyze, Improve, Control) methodology, a fundamental aspect of Six Sigma, can be adapted to enhance employee engagement:

Define: Clearly define the goals and expectations for employee engagement.

Measure: Use metrics and surveys to quantify the current level of engagement.

Analyze: Identify root causes of disengagement and dissatisfaction.

Improve: Implement targeted interventions to address identified issues.

Control: Establish mechanisms to monitor and sustain improvements in employee engagement over time.

3. Employee Training and Development:

Six Sigma underscores the significance of consistent learning and improvement. Applying this rule to representative improvement can essentially influence maintenance. Offering expertise improvement programs, mentorship opportunities, and professional development ways further develop employee satisfaction as well as add to a more gifted and loyal workforce.

4. Process Standardization for Consistency:

Standardizing processes is a core tenet of Six Sigma. In the context of employee retention, standardizing key HR processes, such as onboarding, performance reviews, and promotions, ensures consistency and fairness. When employees perceive that they are treated fairly, they are more likely to feel valued and remain committed to the organization.

5. Root Cause Analysis for Turnover:

The emphasis placed on root cause analysis in Six Sigma can be utilized to comprehend the underlying causes of employee turnover. By directing careful post-employment surveys and dissecting patterns in representative takeoffs, associations can distinguish fundamental issues and execute preventive measures. By taking a proactive approach, turnover can be reduced and issues can be addressed before they become pervasive.

6. Employee Satisfaction Surveys:

Using Six Sigma devices like studies and information examination methods can give significant bits of knowledge to worker fulfillment. Organizations can track changes in customer satisfaction over time and identify areas for improvement by regularly collecting and analyzing feedback. To improve the overall working environment, this data-driven strategy makes it possible to make decisions based on the environment.

You can also watch: 

Conclusion:

Incorporating Six Sigma techniques into improves employee retention rates strategies can yield significant benefits for organizations. By systematically addressing the root causes of employee turnover, standardizing processes, and fostering a culture of continuous improvement, organizations can create a workplace that attracts and retains top talent. Beyond benefits, the implementation of Six Sigma methodologies in HR practices demonstrates a commitment to excellence and employee well-being, ultimately contributing to long-term organizational success.

[heileysoffice]

Diversity as a Competitive Advantage in Virtual Office Spaces

Introduction

 In a world that is more digitally connected than ever before. Virtual office spaces have changed the way we work. Teams can now collaborate seamlessly across borders, time zones, and cultures. But besides breaking physical boundaries, Virtual workspaces also give businesses a unique competitive advantage. which is diversity A virtual office isn't just a way to connect remotely. It is a stage where diversity can truly flourish. Drive innovation Improve team dynamics and increase productivity

What makes diversity valuable? 

Diversity in a team brings diverse perspectives and approaches to problem solving. Studies have shown that teams with diverse backgrounds tend to outperform more homogeneous teams. This is because diversity promotes diverse perspectives. Leading to more comprehensive and innovative solutions. When employees from different backgrounds, cultures, and skill sets come together. It will drive a more dynamic work environment where creativity thrives.

This is further amplified in the virtual space. Employees have the flexibility to work in their preferred environment. This makes them more comfortable and open in sharing ideas. Not having a physical office also eliminates traditional barriers. This is because people feel less pressure to conform to office culture norms.

The competitive advantage of diversity in the virtual space

 Improved innovation and creativity: Virtual spaces help companies Able to hire the best talent Unlimited by location This not only expands the talent pool; But they also attract individuals with unique life experiences and insights. For example, an international team might solve a different problem than a team based in the same country. This leads to more innovative solutions. This diversity of thought can be extremely valuable in an industry that requires continuous innovation.

Improving problem solving and decision making :A diverse team brings a variety of perspectives to the table. This can help understand complex challenges and make informed decisions. Brainstorming sessions in virtual settings can be organized in a way that accommodates different time zones. and allows participants to participate asynchronously. Promote an inclusive environment for all voices.

Appealing to a broad market audience  : allows diverse teams to better understand and connect with broader customer demographics. Virtual spaces help companies Able to harness the power of cultural insights Sending a message and create products that resonate with different communities. This approach not only strengthens the brand's reputation. But it is also expanding its reach into previously untapped markets.

To increase employee engagement and retention : Inclusive and diverse teams tend to be more engaged. Because employees feel valued and understood Virtual spaces improve this even further. It allows team members to work from their comfort zones. while respecting personal preferences and cultural norms. By accommodating different work styles and creating an environment where everyone feels included, companies can reduce turnover and build loyalty.

Challenges and how to overcome them

 Although virtual diversity brings many benefits, But it also brings challenges. Managing diverse teams remotely requires a thorough approach to communication and conflict resolution. Here are some strategies: Cultural Sensitivity Training: Foster team members' understanding of cultural differences. Because it can prevent misunderstandings and promote empathy. Inclusive communication tools: Use platforms that allow asynchronous, real-time communication. For example, tools that provide translation or subtitles can bridge language gaps in culturally diverse teams. can Flexible working hours: Accommodate different time zones and work priorities to ensure everyone has the opportunity to participate fully.

Conclusion

In the changing landscape of virtual work Diversity isn't just beautiful. It is a strategic advantage. Companies that embrace diversity in their remote teams gain access to new perspectives. Promote innovation and create a workplace where everyone has the opportunity to succeed. By cultivating a comprehensive virtual environment Businesses are not only able to compete. it also drives meaningful and lasting success.

[mckinlily]

Plot armor but it’s Bruce Wayne’s wealth.

Bruce is one of the richest men in the world. Bruce does not want to be one of the richest men in world.

He starts by implementing high starting salaries and full health care coverages for all levels at Wayne Enterprises. This in vastly improves retention and worker productivity, and WE profits soar. He increases PTO, grants generous parental and family leave, funds diversity initiatives, boosts salaries again. WE is ranked “#1 worker-friendly corporation”, and productively and profits soar again.

Ok, so clearly investing his workers isn’t the profit-destroying doomed strategy his peers claim it is. Bruce is going to keep doing it obviously (his next initiative is to ensure all part-time and contractors get the same benefits and pay as full time employees), but he is going to have to find a different way to dump his money.

But you know what else is supposed to be prohibitively expensive? Green and ethical initiatives. Yes, Bruce can do that. He creates and fund a 10 year plan to covert all Wayne facilities to renewable energy. He overhauls all factories to employ the best environmentally friendly practices and technologies. He cuts contracts with all suppliers that engage in unethical employment practices and pays for other to upgrade their equipment and facilities to meet WE’s new environmental and safety requirements. He spares no expense.

Yeah, Wayne Enterprises is so successful that they spin off an entire new business arm focused on helping other companies convert to environmentally friendly and safe practices like they did in an efficient, cost effective, successful way.

Admittedly, investing in his own company was probably never going to be the best way to get rid of his wealth. He slashes his own salary to a pittance (god knows he has more money than he could possibly know what to do with already) and keeps investing the profits back into the workers, and WE keeps responding with nearly terrifying success.

So WE is a no-go, and Bruce now has numerous angry billionaires on his back because they’ve been claiming all these measures he’s implementing are too expensive to justify for decades and they’re finding it a little hard to keep the wool over everyone’s eyes when Idiot Softheart Bruice Wayne has money spilling out his ears. BUT Bruce can invest in Gotham. That’ll go well, right?

Gotham’s infrastructure is the OSHA anti-Christ and even what little is up to code is constantly getting destroyed by Rogue attacks. Surely THAT will be a money sink.

Except the only non-corrupt employer in Gotham city is….Wayne Enterprises. Or contractors or companies or businesses that somehow, in some way or other, feed back to WE. Paying wholesale for improvement to Gotham’s infrastructure somehow increases WE’s profits.

Bruce funds a full system overhaul of Gotham hospital (it’s not his fault the best administrative system software is WE—he looked), he sets up foundations and trusts for shelters, free clinics, schools, meal plans, day care, literally anything he can think of.

Gotham continues to be a shithole. Bruce Wayne continues to be richer than god against his Batman-ingrained will.

Oh, and Bruice Wayne is no longer viewed as solely a spoiled idiot nepo baby. The public responds by investing in WE and anything else he owns, and stop doing this, please.

Bruce sets up a foundation to pay the college tuition of every Gotham citizen who applies. It’s so successful that within 10 years, donations from previous recipients more than cover incoming need, and Bruce can’t even donate to his own charity.

But by this time, Bruce has children. If he can’t get rid of his wealth, he can at least distribute it, right?

Except Dick Grayson absolutely refuses to receive any of his money, won’t touch his trust fund, and in fact has never been so successful and creative with his hacking skills as he is in dumping the money BACK on Bruce. Jason died and won’t legally resurrect to take his trust fund. Tim has his own inherited wealth, refuses to inherit more, and in fact happily joins forces with Dick to hack accounts and return whatever money he tries to give them. Cass has no concept of monetary wealth and gives him panicked, overwhelmed eyes whenever he so much as implies offering more than $100 at once. Damian is showing worrying signs of following in his precious Richard’s footsteps, and Babs barely allows him to fund tech for the Clocktower. At least Steph lets him pay for her tuition and uses his credit card to buy unholy amounts of Batburger. But that is hardly a drop in the ocean of Bruce’s wealth. And she won’t even accept a trust fund of only one million.

Jason wins for best-worst child though because he currently runs a very lucrative crime empire. And although he pours the vast, vast majority of his profits back into Crime Alley, whenever he gets a little too rich for his tastes, he dumps the money on Bruce. At this point, Bruce almost wishes he was being used for money laundering because then he’s at least not have the money.

So children—generous, kindhearted, stubborn till the day they die the little shits, children—are also out.

Bruce was funding the Justice League. But then finances were leaked, and the public had an outcry over one man holding so much sway over the world’s superheroes (nevermind Bruce is one of those superheroes—but the public can’t know that). So Bruce had to do some fancy PR trickery, concede to a policy of not receiving a majority of funds from one individual, and significantly decrease his contributions because no one could match his donations.

At his wits end, Bruce hires a team of accounts to search through every crinkle and crevice of tax law to find what loopholes or shortcuts can be avoided in order to pay his damn taxes to the MAX.

The results are horrifying. According to the strictest definition of the law, the government owes him money.

Bruce burns the report, buries any evidence as deeply as he can, and organizes a foundation to lobby for FAR higher taxation of the upper class.

All this, and Wayne Enterprises is happily chugging along, churning profit, expanding into new markets, growing in the stock market, and trying to force the credit and proportionate compensation on their increasingly horrified CEO.

Bruce Wayne is one of the richest men in the world. Bruce Wayne will never not be one of the richest men in the world.

But by GOD is he trying.

[manage2retain]

A Guide to Improving Employee Retention You Must Know

Do you know why Employee Retention is important? No doubt that retaining maximum talent is crucial to encouraging administrative progress. Hiring and retaining new employees is costly and often takes extended time to fill positions (particularly with the labor shortages in certain sectors).

[thecoachingdirectory]

Carla Egan Consulting

Hello! My name is Carla Egan and I am a Wotjobaluk woman from Western Victoria living in Wadawurrung country in the Geelong and Surf Coast region of Victoria. I am an Indigenous Leadership Coach with over 12 years of coaching experience and qualifications in coaching, mentoring, and facilitation. Curious about my coaching approach? Reach out and connect with me today!

[vertagedialer]

[sreehari28]

Employee feedback is critical for millennials and Gen Zs as it supports their development, fosters continuous learning, enhances engagement and motivation, promotes collaboration and inclusion, recognizes their achievements, enables transparent communication, and ultimately improves retention and satisfaction levels. By prioritizing employee feedback, organizations can create an environment that attracts, engages, and retains the younger workforce.

[mtbcleadgenbuzz]

Scaling Your Small Business: Effective Strategies For Success

Scaling Your Small Business: Effective Strategies For Success As a small business growth consultant, I have witnessed the struggles and successes of many entrepreneurs looking to scale their businesses. Scaling a small business can be an exciting and challenging journey that requires strategic planning, effective implementation, and continuous adaptation. In today’s competitive market, it is…

[letteredlettered]

What an interesting topic. I’ve heard that a large percentage of employees cite their bosses as the reason they leave their jobs. What are some ways companies try to mitigate this?

They don't.

I can really only answer for my company, which cared about retention (of employees) a lot. Many companies do, because it costs much less to recruit/onboard/train as little as possible, and because it can be hard to get the work done without adequate staffing. I'd add that my company had one area in which staffing was a nation-wide crisis; also my company was in the public sector and was in the press a lot, which mean they cared about their image.

They still didn't do that much to ensure that people had good bosses. That has less to do with this company and more to do with the structure of business in capitalist society. This is a big reason HR is never going to be that helpful unless you've got a tiny company that, completely by luck, has mostly good folks.

A company isn't going to take a generalized point about folks leaving their job because they don't like their bosses as fact. Companies feel they are too diverse and the financial risk is too great to pour money into something if they don't have hard data, so the first step to retention is getting data. You would think exit interviews would be really informative, but those require a lot of time which equals staff which equals money. Some employers do them but mine would only do one if you asked, and then they did nothing with the info. This is because the company's mentality was "well, if you're leaving you're probably really dissatisfied and we don't want to hear about that." I know this makes no sense. But in general, not just in the business but in this society (formed by capitalism), the idea seems to be if you're dissatisfied it's your fault. Meanwhile the company is interested in data about why people stay; they figure if folks are satisfied, that's the company's fault and they want to keep doing the same so they can retain employees.

Our company had a huge employee satisfaction survey they did every year that included questions about employee opinions about the company, their colleagues, and their bosses. You get emails to remind you to take it and if you can't get time in the workday, bosses are supposed to allow time for it. Some problems with that are you still have to remember to take it; if you don't have time you have to ask a boss you might not like to get that time; some folks at my company literally had jobs that literally are life or death so it can be hard to take time to take a survey; the survey is only in English; the survey is only in the computer; the reminders are only in email. So you have to be a moderately good English speaker who regularly checks email and knows how to use a computer and gets regular access to a computer for the company to get your data about your satisfaction. As you can imagine, our most vulnerable employees often get missed.

If the survey showed that folks were really dissatisfied with a particular boss, that boss got put into a series of trainings. Training is good, but US businesses (and plenty of employees themselves) seemed to have latched onto the idea that training is the be-all, end-all of improvement. Many of us saw this in response to the discussions about EDI (equity, diversity, and inclusion) that came about in 2020; business promised to be anti-racist and had some EDI seminars to prove it, and that was all. Why is it like this? What is really needed to make bosses better bosses? And why isn't that being done?

When it comes to "why is it like this": recruiting and retaining good leaders is hard. The way someone becomes a boss in almost any organization is a) management likes them, and/or b) they were good at a job in a lower level or different department, or c) they come from the outside with a good resume and what sounds like good experience. But a lot of time, management likes people who aren't disruptive, and sometimes folks who aren't disruptive are the folks who are not thinking for themselves and not asking questions and doing everything the way they're told even when it doesn't make sense. That doesn't make a good leader. As for folks who are good at the lower level job in the hierarchy or in another department, they aren't always good at managing. It's a different skill set, but I've seen a lot of leaders and employees make this mistake. They think that that the folks who are great at the job should be promoted, and honestly that really doesn't make sense. And last but not least, folks who get hired from the outside are a complete crapshoot, because experience with leadership does not necessarily a good leader make.

As for what is needed to make bosses better bosses, imo what you would really need is someone embedded within the department who is managed by the boss and is doing the same work as the other employees, but also has the training and experience to evaluate what the boss is doing well and isn't doing well, and then also has the authority and buy-in to work with the boss so that the boss can shadow and learn the leadership skills they need. Then, if the boss can't improve, there would need to be the will within the org to fire or demote that boss, and often that will doesn't exist because recruiting bosses is so hard and the training is usually monumental.

Side note, what I'm describing is what consultants should do and normally don't. Consultants come in and ask a lot of questions and do focus groups and maybe some observations, but they are not in there doing the work understanding what it is like to live in this world, and without that I frankly find a lot of the work they do useless. That said, consultants are almost always hired to identify inefficiencies; they're not really there to make it a more satisfying job. Imo, the greatest efficiency is a satisfied worker, but it is hard to get the data to point that way, and again, companies only want data, and again, your dissatisfaction is your own fault.

Another side note, this is why unions are so great. Union stewards are folks who work for the company but can act as a union representative. This means they're embedded in the department and doing the work everyone does, but they can also at times step outside that role and carry the authority of an outside entity that does have some power to use against the employer. This is why all employees should have a union.

So, why aren't companies doing this? As you can imagine, hiring the ambassador to embed within a department, training them, paying them for their time--all of these are just too cost prohibitive to justify when they only thing you're getting out of it is employee satisfaction. It is also possible to improve employee satisfaction by paying employees more, which is in fact why I stayed in this job I hated as long as I did. I was getting paid so much that it just did not make sense to walk away without a firm plan in place. In the end, paying employees more costs less than ensuring they have a good boss.

I have lots more to say about this, but I've said a lot already, so if anyone has follow up questions, feel free to send more asks.

[frogblast-the-ventcore]

The Contract

CONTRACT OF EMPLOYMENT

The following contract is made between and entered into by The Helldivers Division of the Super Earth Armed Forces (hereby referred to as "the Enlister") and the individual who has successfully completed their preliminary Helldiver training as set forth in Exhibit A of the Super Earth Armed Forces Recruitment and Retention Manual part 27/B-10264 (hereby referred to as "the Enlisted"). The following contract is entered into willingly, and the Enlisted confirms that they have authority to enter into such an agreement at this time, being of sound mind and body, of legal age, and of Citizenship Grade E or above.

1 SERVICES

1.1 The Enlisted shall perform the Services outlined in Appendix A in accordance with the operational directives identified by (i) Super Earth High Command (ii) the President of Super Earth (iii) the Democratic Council of Super Earth (iv) accredited employees of the Ministries of Super Earth (v) accredited representatives of the parties aforementioned in clauses 1.1.i - 1.1.v, (vi) accredited representatives of those representatives (hereby referred to as "the Authorized Command Structure"). The Authorized Command Structure may, at any point, with no prior notice, make amendments to the schedule of services outlined in Appendix A. A copy of Appendix A may, if required, be obtained by the Enlisted through contacting the relevant authorities in the SEAF Administrative Corps, with a hard copy of the Appendix to be delivered to the requesting Enlisted within 5-10 business years.

1.2 The Services performed by the Enlisted for the Enlister shall include, but are not limited to active combat operations (which may include, but shall not be limited to raids, deployments, invasions, sorties, forays, assaults, blitzes, incursions, onslaughts, liberations, razings, flattenings, and nukings), non-combat operations (which may include but shall not be limited to parades, interviews, signings and appearances, executions (both summary and otherwise), interplanetary transportation, including the escort of civilian or Democratic vessels, and any activities deemed necessary in the pursuit of the aims identified by (i) The Enlister, and (ii) The Authorized Command Structure. In order to enable full and complete enactment of these Services, the Enlisted is hereby authorized to employ lethal force, non-lethal force, non-lethal non-force, and lethal non-force, to be employed at the discretion of the Enlisted. The Enlisted may not subcontract in whole or in part any of the duties requested of them by the Enlister.

1.3 The Services shall be performed by the Enlisted at locations identified by (i) The Enlister (ii) The Authorized Command Structure. In order to enable the completion of the Services in an efficient and timely manner, the Enlisted will be entrusted with the command of a Class 6 "Super Destroyer" Series Crewed Interplanetary Combat Vessel (hereby referred to as "The Super Destroyer") Upon the Termination of the Contract of the Enlisted (refer to Section 5, TERMINATION), command of this Super Destroyer will be transferred to the next eligible Enlisted in the order designated by (i) the serving Ship Master, (ii) The Enlister, (iii) the Authorized Command Structure, (iv) Accredited representatives of the parties listed in clauses 1.3.i - 1.3.iii. The heirs, successors, and assigns of The Enlisted have no right, claim or interest in the ownership or command of the Super Destroyer. Should the actions of the Enlisted result in loss, damages, or impediments to the Super Destroyer, requiring ameliorative or restorative action, the cost of such repairs shall be subtracted from the Martyrdom Payment due to the heirs or successors of the Enlisted (refer to Section 2 COMPENSATION).

1.4 The Enlisted will be responsible for the purchasing, maintenance, replacement, and improvement of the equipment used for the provision of services. If the contract of the Enlisted is terminated due to the conditions outlined in Clause 5.1 (absence of pulse), the equipment purchased, maintained, replaced, and improved by the Enlisted shall stay with Destroyer, and shall be made available to the next Helldiver to command the vessel.

2 REMUNERATION

2.1 For the performance of the services outlined within the schedule set forth in Appendix A, the Helldiver shall receive monetary compensation for the services rendered. The compensation shall vary in line with the services performed. The Enlister reserves the right to, at any time and with no prior notice, make amendments to the schedule of payments.

2.2 The Enlister acknowledges that the position of the Enlisted ("Helldiver") is classified by the Super Earth Ministry of Employment as an "Exceptionally Patriotic Duty". Accordingly, upon commencement of the delivery of services, the immediate family members of the Enlisted (defined as parents, siblings, heirs, and successors) shall receive 4.5 citizenship points, to be allocated at the recipients’ discretion. This compensation shall be non-transferable, and may not be exchanged for a cash equivalent.

2.3 In the event of the non-continuation of the 'alive' status of the Enlisted in the course of the rendition of services, a Martyrdom Payment shall be made to the immediate family members of the Enlisted (defined as parents, siblings, heirs, and successors) minus any dispensations outlined in Section 1.3.

3 CONFIDENTIALITY AND CLASSIFIED MATERIALS

3.1 In the course of the rendition of services, the Enlisted is likely to become exposed to information of strategic importance (including but not limited to maps, mission briefings, internal procedural documentation, details of products, prices, and seasonal discounts). The Enlister and Enlisted agree that any and all privileged information (collectively "CLASSIFIED MATERIALS") viewed by the Enlisted (i) shall be maintained in the strictest secrecy by the Enlisted, with all reasonable efforts made to avoid the transfer, leakage, dissemination, publication, conveyance, and/or seepage of Classified Materials, and (ii) shall be provided in formats which are traceable to the Enlisted in the event of transfer, leakage, dissemination, publication, conveyance, and/or seepage. The Enlisted agrees to return any and all data, documents, directories, manuals, maps, and notes pertaining to “CLASSIFIED MATERIALS” upon (i) termination of this contract, (ii) request by the Enlister.

3.2 Any information made known to the Enlisted outside of operational parameters which is not considered customarily known to the general citizenry and/or which was not known to the Enlisted prior to the commencement of this agreement shall, for the purposes of clarity, be considered "CONTROLLED CLASSIFIED MATERIALS". For the access of "CONTROLLED CLASSIFIED MATERIALS" explicit, advance written consent must be obtained by the Enlisted.

3.3 To read these terms and conditions in full shall be considered a breach of Clause 3.2.

4 INDEMNIFICATION

4.1 Unless otherwise stated, the Enlisted shall be solely and exclusively responsible for any and all damages, harm, liability, loss, costs, expenses, craters, atrocities, and crimes (civil, uncivil, war) caused, created, or generated during the course of the rendition of services. The Enlisted hereby indemnifies (i) The Enlister, and (ii) the Authorized Command Structure, including but not limited to any employees, representatives, heirs, and successors against any costs, challenges, losses, damages, or expenses (without limitation) arising from or relating in any way to the rendition of services by the Enlisted.

4.2 Any damage sustained by the Enlisted, whether reputational or corporeal (including but not limited to incineration, evisceration, spinal separation, vaporization, crushing, freezing, burning, decapitation, paper cuts, explosion, contusion, removal of arms and/or limbs, addition of arms and/or limbs, dizziness, nausea, shortness of breath and/or death) shall not be considered the responsibility of the Enlister.

4.3 The Enlisted shall not hold the Enlister in whole or in part responsible for whether they return in whole or in part.

5 TERMINATION

This agreement will be governed by the laws of Super Earth, and shall be terminated in the event that:

(i) The Enlisted is mortally wounded, such that medical attention shall not be physically or financially justifiable.

(ii) The Enlisted expresses seditious, dangerous, or Traitorous thoughts, opinions, actions or sentiments.

(iii) By the Enlister, for any reason. Notice of the cause for termination is not required. The provisions of sections 1, 2, 3, 4, and 6 shall survive termination.

6 GENERAL PROVISIONS

6.1 The Enlisted consents to personal information (including but not limited to Biometric, Patriotic, and Demographic data) to be collected and processed by (i) the Enlister (ii) The Authorized Command Structure (iii) Appropriate agents of the Super Earth Armed Forces and Democratic Council.

6.2 The Enlisted consents to personal samples (including but not limited to flesh, bone, and blood) to be collected and processed by (i) the Enlister (ii) The Authorized Command Structure (iii) Appropriate agents of the Super Earth Armed Forces and Democratic Council.

6.3 The Enlisted provides unequivocal and irrevocable consent to the use of experimental weaponries, technologies, and narcotics.

6.4 The Contract shall be considered binding upon being read, in whole or in part.

(For the purpose of the elimination of doubt, the Enlisted spending 1 second within 15 meters of a copy of the contract shall be interpreted as the contract being read.)

[mrscakeishere]

Imagining academic journal article titles based on lines from Good Omen's Season 1 (mostly) and 2.

“Funny If We Both Got It Wrong, Eh?:” A Case of Process Breakdown in a Centralized Organization

“Just Canceling Each Other Out:” Causal Links between Workplace Burnout and Employee Retention

“Oh, Well, Let Me Tempt You:” The Consequences of Sexual Harassment on the Operations and Maintenance of Infrastructure Mega-projects

“It’s On The Street, It Knows The Risks:” Addressing Cultural Perceptions Inhibiting Pedestrian Facility Improvements in the Transportation Sector

“And I Would Like To Spend…Mmmph:” Deconstructing Communication Failures and their Impact on Relationship Efficacy

[theemployerdomain]

07+ Strategies To Improve Employee Retention In The Workplace

Unemployment all over the world has been a pain for today's youth. Billions of companies registered under the eyes of the law were willing to employ more and more employees even after the pandemic. But there are some policies and cut-offs (budgets) in every firm that the management should maintain, known as retention. 

But, to be more clear, let's know more about it: 

What Is Employee Retention?

The ability of an organization to reduce employee turnover or the amount of employees who quit their jobs either freely or unintentionally, is known as employee retention. 

Boosting employee retention correlates with the prosperity of a business, as it facilitates achieving the desired business objectives by providing a sufficient number of qualified personnel.

In the subsequent text, we will explain the process of calculating employee retention, which represents a percentage.

How To Calculate Employee Retention?

Well, there's an easy formula to calculate employee retention: 

Total Number of Remaining Employees

----------------------------------------- * 100

Total Number of Original Employees

Suppose you started the first quarter with 43 employees and ended with 39 staff. To calculate your employee retention rate, you would use the following formula:

(39/43) x 100 = 90.69%

Therefore, your employee retention rate for the quarter will be 90.69%, that round off to 90.7% to nearest tenth.

Now, let's have an eye on some engaging ways to improve employee retention: 

Positive Work Culture: 

Having a positive work culture motivates employees to work dedicatedly in the workplace. When your workers are happy with the management, the organizational productivity increases and improves employee retention rates which enhances business performance. 

Rewarding Employees: 

Every employee feels to get praised and rewarded for the great work they do while performing their work and completing assigned projects on time. If management appreciates every employee's hard work, you can be very close to improving employee retention in the workplace. 

Onboarding & Orientation: 

Employee onboarding process is one of the best ways to enhance employee retention at a workplace. The process helps the employees get settled in with the company's work environment, rules, regulations, significant policies, etc. Hence, providing exceptional training and development will help you maintain dignity in the workplace. 

Flexible Working Hours: 

When you have flexible working hours in a workplace, it becomes pretty convenient for the employees to work as per their flexibility. Every firm should allow flexible working hours for improved work-life balance, reduced stress levels, productivity increment, and enhanced employee retention.  

Employee Wellness Programs: 

Employee wellness programs are conducted in firms to motivate employees for assisting them perform well in the workplace. It gradually increases the productivity rate depending on the employee's efficiency. Your firm could explore offering stress management programs, retirement planning services, and fitness class reimbursements among various other perks to its employees.

Allow Work From Home: 

When you allow your employee to work from home, they feel flexibility in working for the firm. Since an employee is delegated their responsibilities at home, they are stress-free working from home. While remote work may not be a permanent solution for several businesses, the employees return to their physical workplaces each month. Nevertheless, providing flexible work-from-home options could be an attractive incentive to retain the top-performing employees within your organization for the long term.

Build Employee Engagement: 

Consider creating a safe environment for your employees to provide candid feedback. Your team members may have more experience in accomplishing specific tasks, and they might have better insights into improving workflows or the work environment. Providing them with the chance to communicate and collaborate on enhancing the company culture will not only help them feel more engaged with the organization but will also ensure that they feel valued and invested in the company's success.

You can also watch: EmpMonitor | Leading Engagement & Workforce Productivity Tool

Wrapping Up: 

So we hope the users understand these intriguing strategies to improve employee retention in the workplace without hassle. 

[thefirstknife]

New article with more details (from Jason Schreier who first broke the story). If you can't see it, I'll copy the whole text under read more.

About 100 employees were laid off in total (8%) and one of the main reasons listed is "underperformance," "sharp drop in popularity" and "poor reception of Lightfall."

So you know when for the last year and a half content creators have been shitting and pissing on the game as a full-time job and the amount of negativity and ragebait content became the only thing to make content about for them? Well they certainly won't take the blame, but I will let it be known. These people either don't understand the influence they have or they do and they're doing it on purpose, and I don't know which of these two options is worse, but I am 100% confident that their campaign of rage and hate contributed to this.

You don't base your entire community around constantly hating everything about the only game you play (despite clearly not enjoying it anymore) and somehow avoid galvanising thousands and thousands of people into perceiving the game negatively. Imagine being employees who have barely worked there for 2 years and the only community reception they've seen is 24/7 hate train for their work and then they get fired because of "poor reception" and "drop in popularity." How can they not take that personally? I am absolutely devastated for these people who delievered a banger product and who were met with an unrelenting barrage of toxic gamer children which ended up having more sway over their boss than them.

Which brings me to the next bit and that's FUCK THE CEO. He is now my mortal enemy #1. I am projecting psychic blasts directly into his brain. What an absolute spineless coward who is more willing to bow down to fucking gamers than to protect his own employees. This is absolutely rage inducing because this has happened before. From the article from 2021 about the toxic culture at Bungie:

Reading this shit from the new article absolutely fucking sent me into blind rage because I immediately remembered this. Another instance of employees suffering because of comments on reddit. And because of toxic players. And proof that leadership is not protecting employees and is instead siding with players.

Match made in heaven. Asshole gamer content creators and asshole CEOs, all of whom sit at home on piles of money made from someone else's labour. I hope they all explode. None of the people that worked on this game deserve this.

Another article with an infuriating comment from the CEO:

In an internal town hall meeting addressing a Monday round of layoffs that impacted multiple departments, Bungie CEO Pete Parsons allegedly told remaining employees that the company had kept “the right people” to continue work on Destiny 2.

"Kept the right people." Really. Veteran composers weren't the right people? Die!

Bloomberg article in full:

Bungie’s decision to cut an estimated 100 jobs from its staff of about 1,200 followed dire management warnings earlier this month of a sharp drop in the popularity of its flagship video game Destiny 2. Just two weeks ago, executives at the Sony-owned game developer told employees that revenue was running 45% below projections for the year, according to people who attended the meeting. Chief Executive Officer Pete Parsons pinned the big miss on weak player retention for Destiny 2, which has faced a poor reception since the release of its latest expansion, Lightfall. The next expansion, The Final Shape, was getting good — not great feedback — and management told those present that they planned to push back the release to June 2024 from February, according the people, who asked not to be identified because they weren’t authorized to speak publicly. The additional time would give developers a chance to improve the product. In the meantime, Parsons told staff Bungie would be cutting costs, such as for travel, as well as implementing salary and hiring freezes, the people said. Everyone would have to work together to weather the storm, he said, leaving employees feeling determined to do whatever was needed to get revenue back up. But on Monday morning the news got worse: Dozens of staffers woke up to mysterious 15-minute meetings that had been placed on their calendars, which they soon learned were part of a mass layoff. Bungie laid off around 8% of its employees, according to documentation reviewed by Bloomberg. Bungie didn’t respond to requests for comment. Employees who were let go will receive at least three months of severance and three months of Bungie-paid COBRA health insurance, although other benefits, such as expense reimbursements, ended Monday, sending some staff racing to submit their receipts. Laid-off staffers will also receive prorated bonuses, although those who were on a vesting schedule following Sony Group Corp.’s acquisition of Bungie in January 2022 will lose any shares that weren’t vested as of next month. The layoffs are part of a larger money-saving initiative at Sony’s PlayStation unit, which has also cut employees at studios such as Naughty Dog, Media Molecule and its San Mateo office. TD Cowen analyst Doug Creutz wrote in a report Monday that “events over the last few days lead us to believe that PlayStation is undergoing a restructuring.” PlayStation president Jim Ryan announced last month that he plans to resign. Many of the layoffs at Bungie affected the company’s support departments, such as community management and publishing. Remaining Bungie staff were informed that some of those areas will be outsourced moving forward.

[upsettingandunfortunateclasshate]

The changes happening in professional jobs compared to regular jobs are mad

"The survey also found that younger managers, under 55, were more likely to say that it was important for employers to offer sabbatical leave (80% compared with 72%)"

What managers. When I was cleaning a woman nearly got let go for being with her kids in hospital and not cleaning rooms. If you said you want a sabbatical they'd batter you.

[allthecanadianpolitics]

Dozens of health-care workers picketed outside of Regina's Pasqua Hospital on Friday to ask the province to address conditions in Saskatchewan's health-care system.

The rally, organized by the Canadian Union of Public Employees (CUPE), was the fourth in a series across Saskatchewan, with the other three held in Weyburn, North Battleford and Prince Albert this month. 

CUPE 5430 president Bashir Jalloh said the union has been at the bargaining table since September 2023 and is frustrated with the province's pace.

"The process is extremely slow. Our members are getting frustrated. People want meaningful wages," Jalloh said.

Jalloh said workers are looking for a "significant'' pay raise in line with inflation, better working conditions and investments to improve Saskatchewan's retention rate for health-care workers. [...]

Continue Reading.

Tagging: @newsfromstolenland

[thecoachingdirectory]

Hi! My name is Carla Egan and I am a Wotjobaluk woman from Western Victoria living in Wadawurrung country in the Geelong and Surf Coast region of Victoria. I’m an Indigenous Leadership Coach with over 12 years of coaching experience and qualifications in coaching, mentoring, and facilitation. My coaching approach is often described as ‘coaching for results’ or ‘performance coaching’. Are you curious about my coaching approach? Let's connect!