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An Evidence-Based Approach to Reducing Workforce Turnover

Turnover isn’t just a people problem, it’s a profit problem. Especially for organizations engaged in high-volume hiring in sectors like business process outsourcing (BPO) and warehousing/logistics.

Angela Carmack

Angela Carmack
Angela has always been passionate about helping build high performing teams. Organizational behavior was a favorite subject that she chose to make a primary focus of her master's degree. After helping several organizations roll out global initiatives, she transitioned to lead teams of customer success managers and advocating for customers for SaaS companies. Now at Journeyfront, she's excited to combine her passions of leading customer advocacy and helping companies hire and manage their teams more effectively.
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Recent Posts

3 Ways to Increase Gender Diversity In Hiring

If you’re serious about increasing the gender diversity in your workforce, start with the hiring process. Here are  three simple suggestions that will improve your hiring process and increase gender diversity.

The Top 2 Hiring Metrics Your Company Needs To Track

Now more than ever, human resources teams are expected to create tangible value for the business—from hiring and retaining talent to performance management to leadership development and more. People analytics are key to helping HR teams meet the demands of today’s business landscape.

Hiring for Culture Fit: Why Company Perks Are Not Culture

There seems to be a current trend among employers to offer more unique and diverse office perks in the hopes of attracting and retaining talent. While perks can be fun and bring momentary happiness, they do not meaningfully move the needle on employee satisfaction or retention. One such example was highlighted by Payscale’s list of employee tenure at Fortune 500 companies, which denotes that Google, a company that offers top-notch perks, has a median employee tenure of 1.1 years.

People Leave Bosses, Not Jobs.

The ability to manage and lead people is often thought of as an inherent trait that all individuals possess. This is not the case, as shown by Gallup’s State of the American Manager: Analytics and Advice for Leaders. Gallup conducted a comprehensive study based on 2.5 million teams and managers around the world, and their results showed that only 10% of working people possess the talent to be a great manager.

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