• The Princess and the Workforce The controversy over bringing four-year-old Princess Aiko into the line of royal succession may have larger implications for Japan's women and economy. The Japanese royal at the center of a national debate is all of four years old, and she's hardly the stuff of tabloid headlines. When the Japanese Imperial Household Agency releases photos of Princess Aiko, it's usually along the lines of the little princess digging sweet potatoes with her mother, Crown Princess Masako, at one of the Imperial family's royal palaces. Following Princess Aiko is about as scintillating as a covering a croquet tournament for the 80-plus set. (BusinessWeek)
  
   

UK:

• Friends in high places Hot on the heels of Friends Reunited's £120 million deal with ITV, Colin Chinery interviews CEO Michael Murphy to discuss what the future holds for the business When ITV bought web operator Friends Reunited for £120 million last month, it read like a happy ending from Friends Reunited's dating site: "Mature wealthy figure-about-town pursuing new horizons, seeks young successful partner with a sense of adventure." Launched five years ago in a suburban back bedroom, Friends Reunited has spiralled into a phenomenon; five key content sites including school reunions, genealogy and dating, raking in estimated profits of £6.7 million in 2005.Small numbers for a suitor with a £2 billion turnover. But these past years have not been as good for Britain's biggest commercial broadcaster. While Friends Reunited has been winning subscribers – now 15 million and growing – ITV has been haemorrhaging viewers. In the same five year period ITV's News Channel lost £30 million, and within days of the Friends Reunited deal, Mary Nightingale, Mark Austin and co found their holed flagship had been scuttled. (TheManufacturer)
  
   

Survey Sez:

Why Are Your Employees Leaving? Exit Interviews Reveal the Truth Behind Employee Turnover

When pressed for a reason, many employees say that they are leaving their job for a larger paycheck. While compensation most likely figures into the decision, dollars are typically not the only reason an employee will terminate their relationship with an employer. Although it is easy to simply dismiss former employees, smart employers understand that feedback can provide a wealth of vital information imperative to overall organizational success. Exit interviews put this information within your grasp.

New York, NY (PRWEB) January 4, 2006 -- "I received a better offer."

How many times have you heard this phrase? When pressed for a reason, many employees say that they are leaving their job for a larger paycheck. While compensation most likely figures into the decision, dollars are typically not the only reason an employee will terminate their relationship with an employer. Oftentimes, employees leave due to a lack of professional development, dissatisfaction with supervisors or co-workers, or lack of career advancement.

If predictions are correct, employers may be hearing "I received a better offer" more often in 2006. According to Working in America: The Disgruntled Workforce Survey, http://www.shrm.org/ema/news_published/CMS_014369.asp 77% of the more than 1,000 workers polled in the online survey are unhappy in their current position and are either actively or passively looking for a new job. The survey also revealed that 46% of those polled would consider leaving their current employer if the economy continues to improve.

According to the Society for Human Resource Management (SHRM) each employee who leaves a company generates a significant cost. Conservative estimates place that cost at 50% of an employee's salary. The potential cost, however, can be up to 300% of an employee's annual salary. Besides the monetary impact, it's important to remember that every time an employee resigns, they not only walk away with their valuable skills and knowledge, but also may leave unfinished projects and lowered morale in their wake.

All is not lost for a company, however. Employers have a chance to gain insights on ways to improve their workplaces and lower turnover by establishing an exit interview process for departing employees.

"Employees who have resigned may be less hesitant than current employees to speak the truth on organizational issues. Plus, their exposure to other organizations may provide them with additional insights that could be valuable to the company," explained Jennifer C. Loftus, SPHR, CCP, CBP, GRP, National Director, Astron Solutions.

Still, ex-staffers may be uncomfortable with the idea of giving honest feedback directly to someone in their former organization for fear of "burning bridges." The outsourcing of the exit interview process to a neutral, third party firm allows former employees to remain completely anonymous while freely sharing their opinions. The interview questions, which focus on what they liked/disliked about their jobs, reasons for leaving, and suggestions for changes, can be administered either via paper forms, the Internet, Interactive Voice Response (IVR), or a combination thereof. Once the responses are gathered, employers can see what areas in their workplace are in need of improvement or change, and create a plan of action.

Follow through is the most crucial element of the exit interview process. "If management chooses not to address discoveries unearthed during exit interviews, lower employee morale may result. Employees and former employees often keep in touch. Word can spread about the impact of employee comments on organizational change. Without some management action, time, money and effort spent in gathering data may cause a negative reaction from current employees," added Loftus. Even if management cannot institute necessary changes right away, it is crucial that issues are noted and addressed.

Although it is easy to simply dismiss former employees, smart employers understand that feedback can provide a wealth of vital information imperative to overall organizational success. Exit interviews put this information within your grasp. Take hold of the facts before the negative aspects of turnover take hold of you.

Astron Solutions is a consulting firm dedicated to the delivery of HR services and supportive technology. For more information about exit interviews or how we can help your organization, please call Astron Solutions at 800-520-3889 or visit http://www.astronsolutions.com.

Coming Soon

Jupiter Webinar Automated Bid Management: Tools for Search Marketers January 10, 2006 2:00pm EST, 11:00am PST Free More Info	The HR Directors Summit 2006 30-31 January 2006 Radisson Edwardian Heathrow
OnRec presents: Digital Content Forum Feb 02, 2006 Cafe Royal, London More Info £175 plus VAT Register	HR Metrics - 2006 Summit Dallas, TX February 23, 2006 $475 Register
OnRec Awards 2006 March 8, 2006 Cafe Royal, Picadilly, London £95 pounds + V.A.T Nominate A Firm or A Person More Info	ER Expo 2006 Spring San Diego, CA March 14-16, 2006 $1395 More Info Register
Staffing Industry Executive Forum March 13 - 16 The Beverly Hilton Beverly Hills, CA Brochure (516K) $1,695 Register	37th Annual Employment Management Conference March 30-April 1, 2006 Manchester Grand Hyatt San Diego, California $1,205 Register
Human Capital Summit Conference April 5-7, 2006, Chicago Marriott Downtown Hotel Register $1195	IHRIM: HRM Strategies 2006 April 9-12, 2006 Washington, DC $1,265 More Info Register
SHRM's 2006 Annual Conference & Exposition June 25-28 Washington, D.C. $1,350 Read more Register	2006 EREC 21-22 June 2006 ExCel London, UK Register
2006 Strategic HR Conference October 4-6, 2006 Westin Kierland Resort Phoenix, Arizona	Human Resource Executive's 9th Annual HR Technology® Conference & Exposition Oct. 4-6, 2006 Navy Pier in Chicago, IL Call For Proposals
2006 SHRM Workplace Diversity Conference October 16-18, 2006 Century Plaza Hotel and Spa Los Angeles, California	HR.com's Employers of Excellence Conference 2006 October 25 - 27, 2006 Red Rock Resort Las Vegas, Nevada Register

 

 



 



 



 



 



 



 



 



 



 



 

 

 



 



 



 



 



 



 



 



 



 



 

 

 

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