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What’s everyone doing today 🧐
Pacifica (SFO hanging out in the back), SFO-LAX
Hello all,
Hope you are doing well.
I have a condition and want to know your opinions. I have given a particular date 30th May of joining in offer letter Legato Health Technologies , but now they are saying that the joining will be delayed by a day Or two.
I am getting confused about this and also getting a little bit afraid as well as I have already says no to other offers and now this happens...
Request you all to please help me on this.
Thanking you all in advance.
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Saddle Creek Logistics…..thoughts?
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I like the retention idea. Though often that is out of HRs hands (I.e. career change, better offer elsewhere, going back to school). But what they can control are “employee touches”. No idea how many employees each HRBP supports, but maybe do a bonus based on percentage of emp base they do a check-in with.
Not OP, but like this idea a lot - I think it's a good way to stay accountable on our end too
An HRBP incentive should be tied to the business' commercial performance. Our role as HRBPs is to enhance business performance through the various People levers we have access to. Of all the HR roles, a BP should be able to most clearly articulate how it's not a "cost center" in the HR function, and be able to prove it with data.
Pro
Retention, but specifically for voluntary exits. Track the percentage of voluntary exits for the groups each HRBP is assigned to, and pay according to how big the decrease is each quarter. Some groups may naturally have more turnover due to the role or market, so base targets off of historical data in that group.
If there’s trainings involved (e.g. compliance, first time manager, leadership), track participation and completion rates and pay based on how much that increases each quarter.
Might make more sense to define your goals and objectives, then tie some incentives directly to those.
Rising Star
How about a bonus for every employee retained 😊?
What is their scope and what are objectives for the department? If retention is one of them, perhaps set % of employees retained at the end of the quarter? Response times? Getting back to inquiries from business leaders/employées within 24 hours? Perhaps project completion?
How about engagement as a opportunity for bonus potential...? Use increases in the engagement surveys (annual and pulse) as an opportunity to bonus HRBP's. I agree that it is hard to tie retention to HR, as ee's don't necessarily leave because of HR inasmuch as they leave because of lack of support and engagement with a direct supervisor or manager. Suggested and implemented engagement strategies can be more markedly tied to the efforts of an HRBP.