WEBINAR: Predictive Retention - How To Know Before They Go?

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Employee retention is one of today’s greatest workforce challenges. Sixty-two percent of employees could be tempted to take a new job at any given time while hiring and onboarding new talent continues to require valuable time and resources. Talent retention is about three key things: hiring the right talent, retaining that talent and finally, getting ahead of the game by predicting who might leave.

In this webinar, we will share compelling insights from recent IBM Smarter Workforce Institute research about the factors that cause employees to leave their jobs and how these insights can be applied to your organization. TalentGuard will reveal how to engage employees in meaningful work, motivate employees to develop their careers, and how your organization can achieve more employee anniversaries. Together, IBM and TalentGuard have created a Predictive Retention model that will equip you with the information you need to take on this critical workforce challenge.

After this webinar you will be able to answer the following critical questions:

  • How do I identify the specific factors that can contribute to talent attrition and turnover?
  • How can I predict which employees are most likely to voluntarily leave?

How can I improve retention in my organization?

Competency Based Assessment Design

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7 Steps Process

Organization Competency Framewoke based Assessments

We specialize in psychometric, cognitive, IT skills and other skill based assessments. Our solutions help organizations to scientifically create organizational competency framework based assessments that have a high correlation with future on the job performance. We use a bouquet of proprietary tests around cognitive, personality, behavioural and domain competencies to address business challenges and deliver our assessments through our state of the art proprietary secured cloud based platform.

Our solutions are being used today by over 1500+ organizations in 80+ countries globally (SAP (in 18 countries), Capgemini, Aquent, Sapient, Cognizant, Sears, 3M, Accenture, HCL, Polaris etc.) to fulfil their Pre-Screening, Campus Hiring, Experienced (Lateral) Hiring, Employee Engagement (through interactive “Contests”) and Learning / Development needs across a variety of job profiles, job roles and departments.

If you are in the market to for CUSTOM COMPETENCY FRAMEWORK BASED ASSESSMENTS please contact us here

Five Ways to Develop Employees Using Succession Planning


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Successful succession planning depends on retaining high potential talent and developing those employees so they are prepared to fill key roles. Development efforts often are based on well-defined individual career paths, which keep employees engaged and motivated to excel. However, even companies who don’t have a full-scale career pathing process can bolster succession planning efforts by focusing on honing the talent and leadership skills needed for each vital position. This can be accomplished in a variety of ways.

Constructive feedback tied to specific goals helps employees clearly measure their performance and adapt to meet new challenges. Unfortunately, only 23% of employees feel they are getting the feedback they need to excel. Companies who focus on providing regular and meaningful feedback to employees, however, see 3.6 times the level of engagement, which translates into higher retention rates—a vital component of successful succession planning.

Lateral moves help high potential employees gain necessary skills for new roles by exposing them to varying tasks and responsibilities. Such moves also keep employees engaged by offering the opportunity to meet new challenges. Employees who make many lateral moves also obtain a big-picture view of the company as a whole—a perspective necessary for success in many top-level roles.

Leadership roles like team lead build the kind of leadership skills an employee may need to succeed in future management roles or executive positions. They also promote confidence, a trait that makes employees more likely to speak up about new ideas.

Special project assignments can build specific skill sets, as well as encourage self-direction and independent thought. They also can help fill identified skill gaps in an otherwise well-qualified candidate. Assignments like spearheading a new division or opening a branch in a new region may also serve as a trial run to see how a candidate might perform in a larger role.

Internal and external training opportunities do more than train employees to be better workers. They also encourage retention. Two out of three employees say training plays an important role in their decision to stay with their employer. To be effective, however, training must be engaging. Research indicates that customizable, interactive training that allows employees to go at their own pace and review material already learned may be the most beneficial.

By investing in the development of high potential employees in any of these five ways, companies ensure continual access to a talented and qualified pool of candidates for succession planning purposes. This enables a more robust planning process than creating a simple list of back-up candidates and ensures each person has the skills necessary to handle his or her new job when the time comes. For more information on succession planning, please contact us for an onsite demo. 

Ladder or Lattice? Which Career Development Strategy is Best for Your Employees

Career development is essentialto today’s workers. Employees are eager to grow in their careers and advance within their organizations. Companies unable to facilitate that growth will continue to be plagued with engagement and retention problems. There are two main options for moving a career forward – up the career ladder or through the career lattice. But what does that growth look like?

The first is the traditional ladder model. Climbing the ladder is a vertical approach that is best suited for highly specialized careers and employees who are already in a particular field and know exactly what role inside that field they want to have in the future. This approach offers employees the chance to become experts in their chosen field, and progression along the chosen career path is logical and easily flows from one position to the next. However, this also limit’s the employee’s overall perspective of the company and movements up the ladder may be restricted based on companywide tenure rates and size. Roles along this route also tend to be more rigidly established, meaning work/life balance and personal fulfillment may be more difficult to achieve. This may be why increasing numbers of employees are choosing to look at their career progressions as occurring on a lattice rather than a ladder.

A career lattice offers employees variety and extensive opportunities for meeting new challenges, two things Millennial workers—in particular— find necessary for active engagement. Movements may be vertical, lateral, or diagonal, which places countless job roles on each employee’s potential career path instead of just a few. The lattice also avoids the limited perspective pitfalls of the ladder. The lattice’s broad moves across departments and functional areas enable employees to gain cross-functional skills that will put them ahead of their peers in general tasks and benefit them in many roles. It also enables employees to reframe those roles to better fit their personal ideal work/life balance—an issue especially important to women. Approximately 60% of female workers say work/life balance is “very important.”

The lattice’s greatest challenge, however, is that employees don’t know how to build it and do not have access to various progression. Even if they are fully aware of which roles and departments they want to experience, they are generally unaware of what skills gaps will need to be addressed to move between them, how to fill those gaps, and which order of movements is most beneficial for their specific long-term goals.

A robust career pathing software brings transparency and know-how to the career development process. Such software utilizes a systematic approach to career development, enabling employees to map multiple career path scenarios, review job competencies, and evaluate skill gaps. By giving employees the career pathing tools necessary to chart their career progression, they become more engaged in their roles and the development of their careers. The most effective also dynamically match employees with their next best role, depending on where they are at the moment.

Lattice or ladder, however, one thing is certain: Employees want a clear path forward. They want to broaden their horizons, grow in their careers, and excel in new challenges. Companies that understand how to help employees navigate their will be rewarded with high retention and increased engagement. To learn more about effective career development best practices, view our Learning Center.