29 April, 2015 | (01 hr)
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Are you letting the good ones get away? For many companies the prevailing attitude is that lower employee turnover is always better, but some amount of turnover is unavoidable and can actually be healthy for your business. Instead of continually pushing for lower turnover, significant value can be unlocked by reducing high-impact turnover. By tracking attrition of your highest performers rather than the amount of turnover, you can focus on retaining those employees most critical to your business. This session presents a case study that demonstrates how to quantify the value of reducing high-impact turnover.
Who Should Attend: Leaders in human capital analytics, human capital data, workforce analytics, HRIS, HR technology, workforce planning, human resources, talent management, human capital, HR strategic analytics
Camden is responsible for all aspects of strategic analyses that help drive human capital decisions for the 105,000+ team members within Wells Fargo’s Community Banking line of business. As a senior analytics consultant, he works with leaders to define key business issues, performs complex ...Full Bio
Leslie joined the Community Banking HR Insights & Analysis group at Wells Fargo in 2014. In her role, she supports several clients by providing in-depth consulting and analytics, with a specific emphasis on understanding how team members relate to – and impact – key business...Full Bio
James O’Hern is Executive Director of Member Engagement for the Human Capital Practice at The Conference Board. In this role he coordinates Human Capital Conferences, and Senior Management Councils, as well as interfaces closely on research topic selection and dissemination.