Is voluntary turnover really voluntary?

Article Abstract:

A study of six organizations reveals that among salaried-exempt employees who resigned voluntarily, 91.8% of them were performing at or above acceptable levels. This finding conflicts with the notion that most voluntary resignations are not really voluntary on the part of the employee. It is suggested that employers should avoid the belief that they are better off without employees who resign. Voluntary resignation rates should be compared with similar businesses in the area. If rates are higher than average, plans should be devised to reduce the rate. A program to reduce voluntary resignations of good employees is less expensive than hiring new employees.

Research, Methods, Employee resignations, Employee turnover

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When outplacement is a sham

Article Abstract:

Outplacement services which assist displaced workers sometimes do not produce the desired results because of poor business practices. Outplacement services that offer 'part-time' counselors without real training, that encourage workers to conduct job letter-writing campaigns instead of actually going out and searching for work, or that heavily promote test taking to find abilities are all taking advantage of people without giving the real help displaced workers need.

Management, Employment interviewing, Job hunting, Outplacement services

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Getting fired can be the kindest cut

Article Abstract:

Termination may be beneficial to the employee affected because that employee may otherwise end up with lower self-esteem and a hopeless future. Deficient employees who are kept on will be a drain on wages, benefits, productivity, and efficiency. One solution for discharge problems is outplacement.

Psychological aspects, Planning, Unemployment, Executive dismissals

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