when your company needs their skills.
But remember, you will need to nurture
and develop this network and stay connected on a personal and professional
level for it to be effective.
Revise HR policies that make
it harder for former workers to
return. Do your stock awards, tenure policies, vacation accruals or exit
interviews discourage workers from
coming back? If they do, it’s time to
rethink them. We need to welcome
Establish shared accountability.
This new approach cannot, and should
not, fall on HR alone. Managers need
to know your new paradigm and sup-
port it. You’ll also need buy-in from
your executives. When employees leave,
consider giving them a tentative job-
offer letter good for two years in the
future. This type of open-return policy
shows others in the organization how
serious you are about welcoming people
back. This should become part of your
Devise a workforce-composi-tion strategy. If half of your workforce will be contingent labor in the
future, the entire conversation will
change and the scope of managing
attrition will become much narrower
indeed. Begin by tracking this stat for
only the 50 percent of your workforce
that are W- 2 employees and those you
deem to be critical to your business.
The other half will flow in and out of
the organization—and that’s OK. You
may also want to bring some contin-
gent workers on board as regular staff
and move some full-time people to con-
tingent status based on their personal
needs or the needs of the company.
Are you ready to manage this new
fluid workforce? Do you have the data
to assess when you will need the right
talent in each country, business unit or
Now is the time to get in front of the
new attrition and employment realities.
Waiting longer will only ensure that you
fall further behind.
Daniel Sonsino is a former HR executive
and founder of Guia Consulting in the San
Francisco Bay Area.
An Employee Job Satisfaction
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