This article read like a Dilbert strip. Apparently they haven't bothered asking employees why the left, or aren't taking their feedback seriously. "How are we going to reduce turnover? I know,...
This article read like a Dilbert strip. Apparently they haven't bothered asking employees why the left, or aren't taking their feedback seriously.
When executives at McKesson Corp. wanted to know why some of its teams had higher turnover the pharmaceutical wholesaler last year worked with a people analytics startup to examine data on the sender, recipient and timing of over 130 million emails—not the content of the messages—from more than 20,000 U.S. employees to see what dots it could connect about relationships.
McKesson has not yet determined what changes it will make as a result of the findings, but has considered adopting a more open office plan to encourage more discussion between employees.
"How are we going to reduce turnover? I know, let's spend lots of money on layouts that are known to do the opposite!" With management like this, I can understand why they're having difficulty retaining employees.
This article read like a Dilbert strip. Apparently they haven't bothered asking employees why the left, or aren't taking their feedback seriously.
"How are we going to reduce turnover? I know, let's spend lots of money on layouts that are known to do the opposite!" With management like this, I can understand why they're having difficulty retaining employees.