In Retention for a Change, we give precise strategies for motivating, inspiring, and energizing a staff. The goal is to make your school a place of success for everyone. Teacher retention is a huge issue that continues to grow, and we believe that this book is one-of-a-kind in that it tackles a tough topic with practical solutions.

This book draws together international research to assess the quality of successful efforts to retain students. The editors and contributors unite diverse global research from countries who have led student retention and success projects at national, institutional, faculty or program level with positive outcomes. The book is underpinned by the philosophy that a more diverse student population requires higher education institutions to fundamentally change, in order to facilitate the success of all students. All of humanity, its economies and societies, are being pummelled by waves of pandemic-induced crises in tandem with globalisation and demographic shifts. Ultimately, this book acts as a clarion to higher education institutions to better support and retain their students, in order to create a more stable learning environment.

Learn from experts at the world's top organizations! Best Practices in Organization Development and Change is a state-of-the-art resource that presents the most important ideas and effective strategies from experts and top companies in the field. Comprehensive in scope, the book addresses the five most important organization development or human resource development (OD/HRD) topics--organization development and change, leadership development, recruitment and retention, performance management, and coaching and mentoring--and offers a practical framework for design, implementation, and evaluation. It includes best-practice case studies from seventeen leading organizations that have achieved their change objectives. The case studies will help you: Analyze the need for the specific OD/HRD initiative Build a solid business case for OD/HRD Identify the audience for the initiative Design an effective OD/HRD initiative Implement a successful design of the initiative Evaluate the effectiveness of the initiative You'll benefit from expertise at trend-setting companies such as: Kraft Foods Smithkline Beecham Westinghouse Sun Microsystems . . . and many more! "An extremely important volume with useful contextual perspectives plus vivid and important case studies of companies that know what they're doing to lead change." —Warren Bennis, author, On Becoming a Leader and Organizing Genius

As the baby boomer generation approaches retirement age, many organizations are facing the potential crisis of lost knowledge. Devised to help those organizations who are dependent on the accumulated knowledge of stakeholders, this book details a proactive approach to knowledge retention. Written by Jay Liebowitz, one of the most sought after knowledge management experts, this text explains how to identify at risk knowledge areas, and then demonstrates how to keep those areas from becoming knowledge vacuums. To reinforce his points, the book contains case studies from The Aerospace Corporation, Chevron, and Knowledge Harvesting Inc., who have become models for the implementation of knowledge retention strategies.

Opportunities and Challenges in Teacher Recruitment and Retention serves as a comprehensive resource for understanding teachers’ careers across the professional lifespan. Grounded in the notion that teachers’ voices are essential for understanding teachers’ lives, this edited volume contains chapters that privilege the voices of teachers above all. Book sections look closely at the particular issues that arise when recruiting an effective, committed, and diverse workforce, as well as the challenges that arise once teachers are immersed in the classroom setting. Promising directions are also included for particularly high-need areas such as early childhood teachers, Black male teachers, STEM teachers, and urban teachers. The book concludes with a call for self-care in teachers’ lives. Chapter contributions come from a variety of contexts across the United States and around the world. However, regardless of context or methodology, these chapters point to the importance of valuing and respecting teachers’ lives and work. Moreover, they demonstrate that teacher recruitment and retention is a complex and multifaceted issue that cannot be addressed through simplistic policy changes. Rather, attending to and appreciating the web of influences on teachers lives and careers is the only way to support their work and the impact they have on our next generation of students.

Keep the workers you want - in good times and bad. How do organizations keep the workers they want? Until now, employee retention strategies have been based on instincts rather than research. With no firm body of knowledge to use as a guide, employee turnover has been a problem for all organizations. Rethinking Retention in Good Times and Bad is the first book to offer a top-to-bottom, organization-wide retention action plan. Many organizations lose employees and profits because they don't know which processes to put into place to cut employee turnover. They speak of building retention cultures but don't know who should do what and when. This hands-on tactical guide gives those answers, providing specific strategies and tactics backed by the author's own research and on-site experience. Rethinking Retention in Good Times and Bad is essential reading for all types of organizations-large or small, public or private, with high concentrations of low-skilled or high-skilled workers and across multiple industries. If you are losing workers you want to keep - in good economic times and bad - this book will tell you how to put retention solutions in place across your company.

Over the last decades, the world of work has undergone considerable changes. Although such changes are not new to the labor market, the economy has increasingly become a more complex and dynamic environment. Several drivers, such as demographic change, technological change, and globalization, lead to a changing world of work that results in various groups of employees with individual needs and aspirations. Consequently, organizations face the challenge of retaining these individuals, to ensure a qualified workforce and to gain competitive advantage. The aim of Laura Schärrer’s dissertation was to examine the retention of three groups of employees that have increasingly emerged through changes in the context of work. Specifically, the three empirical studies shed light on the question of whether and how the psychological contract can enhance the retention of young, gig, and migrant workers.

Three essays discuss the history, folkways and mechanisms of social change among the descendants of nineteenth century immigrants from the Outer Hebridean Islands of Harris and Lewis now living in the Eastern Townships of Quebec.

A company exists to make profit, and everything it does is a step towards that goal. Many firms are trying to get closer to their customers, but few realise how crucial this is to corporate value. Indeed, the long-term value of a company is perhaps best described as the sum of future profits from customers, discounted to a present value. Tackling two hot topics in business - CRM and corporate value - and based on a study undertaken by the Customer Management Leadership Group, John Murphy's new book links customer management directly to company profitability for the first time. By implementing its Customer Management Integration Framework, a company can see cash flows for each customer relationship, and use that information to effectively manage key customers for higher and more resilient levels of profitability.

Document from the year 2023 in the subject Leadership and Human Resources - Leadership, , language: English, abstract: Retaining employees for the long term within the framework of change management processes is a challenging management task. In change management processes, a fundamental distinction must be made between incremental change management and radical change management. While incremental change happens continuously and is integrated into everyday work, radical change represents a strategic realignment of the company, which is predominantly associated with staff reductions and is intended to change the corporate culture. This is particularly true in the case of turnarounds, where cost-cutting programs play a crucial role in ensuring the long-term survival of the company. Employees are more willing to go along with incremental change, also known as continuous improvement, than with radical change, as these could also be affected by staff reductions. This stirs up fears among employees and therefore often leads to high turnover. Therefore, it is important for management to actively involve employees in the changes to empower them to act as change agents so that they can actively shape the change. To do this, it is crucial to identify the key personnel that a company cannot do without. The management and key personnel are given the task of actively accompanying the company's employees on the journey of change so that the company can grow sustainably again from a lower level after the strategic realignment so that the remaining employees have a prosperous future. Open communication and excellent transparency on the part of the management, which should also act as a unit, help to bring the employees along on the change journey in a targeted manner. However, experience has shown that 50% of all change management projects in the industry fail and 20% are implemented inadequately due to two crucial reasons, namely power struggles within management and resistance from employees. For this reason, it is imperative that a company's management team select a leadership coalition of similarly rational members who also have sufficient empathy to successfully manage the change management process, which must be done together with employees and should not be directed against them. The guiding coalition should develop a common strategic vision and practice a participative way of working involving everyone, since the goal of transformation is to change the thinking of employees, and transformation can only be brought about together with employees.