Your employees are your most valuable asset. If nothing else, the past two years have surely taught us that. How did organizations survive? Was it their inventory, their machinery, their equity? Those resources may have had something to do with staying afloat, but without the employees to sell, manage, and operate those assets, the business landscape would look very different today.
Knowing this, it’s not surprising the Great Resignation is top of mind. In August alone more than 4.3 million workers quit their jobs. That’s nearly 3% of the U.S. workforce leaving their jobs in search of something better – in a single month. There’s no better time to spend a little to tackle turnover, and save a lot in the long run.
Spending a Lot on Turnover
Research conducted by Gallup in 2019 found the cost of replacing an employee ranges from one-half to 2x their annual salary. In an average year – even a good year – voluntary turnover costs U.S. businesses about one trillion dollars.
Now take into account the massive turnover we’ve seen this year, plus the increasing labor shortage industries are facing. Recruiting is no longer business as usual, and the cost of turnover will show that. Organizations looking to stay competitive will need to utilize signing bonuses, agencies, and headhunters to recruit top talent, and it will be pricey.
All of these costs to fill a position that ideally wouldn’t have been vacated in the first place – and there’s still a risk that the new hire you just spent thousands of dollars onboarding will leave, too!
While this may sound bleak, it doesn’t have to be this way. In fact, Gallup also found that 52% of employees who left their role voluntarily said their manager or organization could have done something to prevent them from quitting. This “something” that could reduce your organization’s turnover by half is really quite simple.
Tackle Turnover by Reassessing Employee Value
Reducing turnover may sound daunting – after all, each employee quits for their own specific reasons. Do organizations need to have a unique strategy for each employee at risk of leaving? Luckily, that isn’t the case. Whatever the reason for leaving is – benefits, work-life flexibility, workplace safety, career development, or something else – chances are the overarching theme is the same: how valued an employee feels.
I’ll say it again: your employees are your greatest, most valuable assets, yet based on 2021’s turnover rates, it doesn’t appear organizations are treating them as such. Now more than ever organizations must lift, connect, and engage their humans before it’s too late. Employee recognition does just that.
A robust employee recognition program allows employees to be recognized and to recognize each other for the invaluable work they do each day. It builds a community grounded in an organization’s core values, strengthening the bottom line. When employees feel seen, appreciated, and connected to their colleagues and organization, they stay longer.
Spend a Little, Save a Lot
How much does your company spend on turnover in a year? How much will your company spend on turnover this year, when resignation rates are at an all-time high? Even without knowing the exact number, it’s probably too much.
Instead, consider putting a fraction of that cost, say 1% of your payroll, into building a robust, collaborative, values-based employee recognition program and watch the ROI flood in. Workhuman® research has proven recognition works again and again.
Across industries, employees who give and receive recognition are 2.6x less likely to leave their position. Employees recognized 7 to 10 times annually (that’s less than one recognition moment a month) see 2x lower turnover than those who go unrecognized. New hires recognized in the first year leave the organization 3x less than their unrecognized counterparts.
The Impact of Recognition
Investing in a recognition program not only reduces turnover and increases engagement, but it also leads to happier customers. A Gallup report found engaged employees are not only more productive but also report 10% higher customer satisfaction metrics than disengaged employees. Workhuman’s data backs this up. Employees who are recognized monthly with monetary value are 4x as likely to receive compliments and be recognized by customers for exceptional service. Even further, the data shows a strong recognition culture yields customers who actually spend more.
The power of recognition impacts organizations in all industries, not just customer facing ones. A Workhuman study found that five manufacturing plants with the strongest recognition culture reported 82% lower recordable injuries than the plants with the lowest recognition reach. Strong recognition cultures also reported an average lost time incident rate that is 65% lower than plants with low levels of recognition.
The impact goes far beyond the individual recipient. Just seeing coworkers receive awards for safety-related moments encourages others to prioritize safety as well. Employees who feel safe in their environment and are appreciated for following safety protocols are more productive. It almost makes them and feel more valued and connected to their work.
There is no avoiding the inevitable, and employers now have a choice to make. The choice is simple. Do nothing and continue to fund the endless turnover cycle, or build a culture where the turnover cycle can’t persist. Strategic employee recognition increases the bottom line through engagement and connection. Spending a little will transform your organization into one where employees want to stay. What are you waiting for?
https://talentculture.com/wp-content/uploads/2022/01/Untitled-design-19.png6001018Steve Cromwellhttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngSteve Cromwell2022-01-26 10:00:182022-01-25 18:15:11Tackle Turnover: Spend a Little, Save a Lot
Nobody needs to tell you that we’re in hard times. A pandemic is sweeping the nation, a trail of personal and economic devastation behind it, and frightening uncertainty ahead. Businesses are struggling to figure out the best path to survival. For many leaders, the impulse is, understandably, to lessen their organizations’ financial load with layoffs.
The good news is that eventually, through the efforts of courageous health care workers and our technology, we will defeat the virus, and life and work will return to a version of normal. And many economists predict that when this happens, our mothballed world economy will snap back to life, unleashing a wave of pent-up demand.
Will your company survive and be ready for this?
After all, consider what happened post 9/11. After the attacks, the world economy reeled, oil prices surged, and the stock markets plunged as the world braced for war in the Middle East. Many companies, fearful about the future, indulged in a layoff binge, slashing their workforce without thought to who their top talent was, or what current and future skills the organization might need to remain viable and recover with the economy.
But then the economy quickly rebounded, and the downturn turned out to be what economists call a “V-shaped recession.” The sharp decline in GDP was followed by an almost equally sharp increase in business activity. At this point, companies found that the talent they let go was desperately needed. They scrambled, and the result was a massive hiring binge to fill the gap that they themselves created.
The fact is that fundamentally, there was nothing significantly wrong with the underlying economics on September 11th, 2001. The economic downturn was not caused by normal business cycle considerations, the firing binge was followed by a scramble to replenish a depleted workforce.
Today, the pandemic is cutting a swath through what otherwise had been a robust economy, so the mistakes of 9/11 are a cautionary tale.
If you are among the business leaders queuing up the pink slips in reaction to this unprecedented crisis, I urge you to stop, take a breath, and think your next steps through — lest you sacrifice valuable employees in your rush for short-term relief.
While I understand some companies are in crisis and don’t have the luxury of time to pause for analysis, most do have the wherewithal, and I would argue, a duty to their workforce and, if public, their shareholders to proceed with wisdom and caution.
So instead of rushing to throw off what might feel like human ballast, consult with your HR executives to put together a strategic workplace plan, or crisis plan, by performing a three-dimensional review of your current workforce, considering more than headcount and cost. Instead of responding in panic only to the here and now, look ahead, 6 to 18 months in the future, and decide:
What skills your people have today and what your organization will need
How to ensure you have an adequate supply of these skills and where to deploy them
Your succession plan for key leaders
Upon sober reflection of these needs, you probably will find that you can keep most of your workforce in place, and you will be ready to make clear decisions based on your data and forecasts. Additionally, doing a strategic workforce crisis plan will set you up for the future by seeing how you can maximize the productivity of the workforce you have. From this plan you will be in position to drive higher performance and workforce engagement, creating what I call “PEIP capability,” where PEIP = People Engagement, Innovation and Performance.
PEIP is a strategic capability that not only creates higher performance, it creates a more engaged workplace, which naturally leads to greater productivity. Who doesn’t want to work in an organization that wants to optimize employees and work with their skills and their career aspirations? A workplace that tries to align people to what they do best? An engaged workplace is a fun place to work, but it is also a competitive advantage. Some of the highest performing companies, such as Google, Microsoft, Accenture, IBM, and SAP, have implemented PEIP strategies to create competitive advantage, and this is reflected in their people engagement scores as well as share-price performance.
PEIP can also help future-proof your organization. New smart technologies and AI perme.ating the workplace create another opportunity for the workforce and the organization to align the right people with the right skills to harness new technology. This creates a “turbo-charging” effect, driving more engagement, innovation, and productivity, as well as return on investment on IT spend.
We are at the fork in the road — once again. It’s a scary time, but rife with opportunity for companies that respond with foresight. We can do as we have done for decades before and continue the hire/fire binge, or we can step back and be more strategic and thoughtful in addressing the current crisis, while at the same time positioning our businesses to thrive in the future — whatever it brings.
https://talentculture.com/wp-content/uploads/2020/08/Untitled-design-1.jpg6001018Tim Ringohttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngTim Ringo2020-08-21 12:00:342021-02-16 19:41:35Don’t Sacrifice Talent To Survive a Crisis
Many business leaders still think of multitasking as a great thing, clinging to visions of employees who get more done than ever before. And, they think, there’s no generation better equipped to juggle multiple tasks than people in the 18 to 34-year-old age group, commonly known as Millennials. And it’s true, Millennials are known for being adept with all forms of technology and moving from one job to another, shifting between priorities with relative ease. Unfortunately, the latest research conducted in the fields of psychology and business productivity suggests we’ve got it all wrong.
Multitasking doesn’t always live up to the dream. Instead, it tends to mean a lack of focus and an increase in impulsivity. There’s a financial cost, too. Lack of productivity due to multitasking equates to global losses of $450 million per year and Millennial job-hopping costs the U.S. economy more than $30 million per year.
Studies have shown impulsivity isn’t a good thing. Researchers at Stanford University conducted a famous experiment 50 years ago where children were given the chance to eat a single marshmallow immediately, or wait until someone returned later, at which point they would receive a second marshmallow. The kids were tracked later in life, as adults, and it turns out those who waited for that second marshmallow fared much better than those who chose instant gratification. The participants who didn’t wait were more likely to have behavioral problems, be obese, use drugs and spend time in jail.
Today’s tech-centric world means a lot of impulsive, quick shifts in direction. Amazingly, research shows Millennials switch their attention between media platforms 27 times per hour. If you think they’re just getting a lot done, think again. Multitasking during cognitive tasks has been shown to lower IQs by 15 points and multitasking on a regular basis can reflect lower emotional intelligence and less brain density in the areas controlling cognitive and emotional control.
Impulsivity affects the workplace in other ways, too. Nearly nine out of 10 Millennials plan to stay in a job less than three years and 21 percent say they’ve changed jobs in the past year. While the average job tenure for all workers 25 and older is 5.5 years, it’s only three years for Millennials. The cost of job-hopping to employers isn’t marginal, either. The loss of one Millennial employee runs between $15,000 – $25,000, for most companies.
So, what can be done? When it comes to multitasking, employees can set up their schedules so they focus blocks of time on specific tasks. Allowing short breaks to be more impulsive and employing apps to limit certain technologies can really help keep people on track. Employers might consider offering yoga and meditation classes to help employees improve concentration. Shortening the workweek can also encourage people to make better use of their time.
In terms of the turnover issue, employers can discourage Millennials from leaving too soon by offering finite terms of employment from the get-go. Giving Millennials a sense of purpose through meaningful work and projects that require a variety of skills has been shown to deter job-hopping.
A version of this was first published at bryan.edu
“All I know is that sometimes the truth is contrary — everything in life you thought you knew.” —Neil Peart (Musician and Writer)
Without doing the math and coloring them in, you can still tell what most of them are. But that’s no fun when you’re six, just learning addition and loving to color pictures like my oldest daughter does. Adding the numbers together in each piece of the picture “puzzle” and then following the corresponding picture color code to color each piece in is the thrill of discovering its full context.
If the data is right (the math is correct) and the color code followed accordingly (regardless if colored a bit outside the lines), then these two things coming together tell a vibrant story in and of itself. And no matter how many times you complete the color by number pictures, the vibrant stories remain valid and reliable.
Quality may always vary somewhat with all of the above, but it’ll definitely go beyond the artistic going with one’s gut.
Like in recruiting. In a global talent acquisition market where most recruiters and even hiring managers spend only seconds reviewing each resume (we’ve all done it), no matter how good we think we are, it’s no wonder the “gut feel in hiring” is usually less accurate than a coin flip.
In fact, an article in the Harvard Business Review last year highlighted that, “humans are very good at specifying what’s needed for a position and eliciting information from candidates—but they’re very bad at weighing the results.” The authors found that simple computer algorithms outperform human decisions by at ￼￼￼least 25 percent, “regardless of whether the job is on the front line, in middle management, or in the C-suite.”
While there is obviously still value in having recruiters and hiring managers who possess good people instincts, it has become even more essential that they have reliable data on which to base their sourcing, screening and hiring decisions.
We’re just not as good as we think we are when it comes to computing quality.
Reliable data and that single source of data truth – that’s where we need to get to first in order to address the quality conundrum. That’s not easy when today’s human resource and talent acquisition professionals rely on a variety of systems, such as HRIS, ATS, ERP, CRM and more, to manage their most important asset – their people.
These systems supply companies with data on everything employee-related, from general demographic information like date of birth to candidate sourcing channels and from compensation and benefits history to employee performance ratings. And, the volume of HR data generated by companies is increasing daily – in large organizations, there can be upwards of 10 different HR applications generating data. In multinational corporations, there are dozens of different disparate HR systems, covering various geographies and functions, yet disconnected from the “mothership” core.
Obviously the solution is to integrate and analyze the data that is held within a company’s talent acquisition system into the company’s human resource information system (HRIS) and vice versa. This could be done in a integrated core HR and talent management suite solution, or it could be done with a sound data integration and management solution that nicely unifies the pipelines of any and all HR and recruiting point solutions and/or suite combos.
As the workforce continues to become more global, mobile and diverse, ensuring that all these systems enable collaboration and cooperation becomes even more critical. Again, we need that one single source of data truth that will support our HR reporting and talent analytics initiatives, something we talked about at length on the TalentCulture #TChat Show with and Jen Phillips Kirkwood, ADP Analytics and Innovation Ambassador.
By allowing for applicant data to flow unobstructed between all these critical business systems can enhance our ability to:
Build deep talent pipelines
Obtain a long-term view of our workforce
Gather real-time, actionable data
Save recruiters and hiring managers time and resources
Standardize and synchronize data across all HR systems
No longer are talent acquisition professionals focused primarily on time-to-fill as a competitive advantage – now, it is also about finding ways to increase quality of hire. The unification of all this data enables improvements in recruiting effectiveness throughout the organization, impacting the overall quality of hire and ultimately the performance of the business.
When I got certified as a Talent Acquisition Strategist from HCI last fall, we went over a progressive case study on quality of hire measurement from Avanade, a technology company that helps clients and their customers realize results with Microsoft technologies.
Avanade has created a worldwide interview assessment methodology that measures competencies, behaviors, technology capability and cultural fit, against their current workforce populations. This results in improved new hire performance and helps reduce attrition for the first 12 months of employment.
Their quality of hire analytics require multiple data points that help calculate and inform continuous adjustments to new employee quality. This includes:
Average performance rating for new employees in the first 12 months.
Employee performance as a percentage of “achieves expectations” of performance in the first year.
Annual hiring manager survey focused on overall quality of new employees.
Percentage of employee retention during the first 12 months of employment.
Quality of hire is often referred to as “the holy grail” of recruiting and hiring. It’s what all the winners of the Candidate Experience Awards aspire to. In fact, Amelia Merrill, Head of People Strategy (HR) at RMS and four-time CandE winner, recently presented at the first-ever CandE 101 Workshop and shared that “either you’re all in on the candidate experience, or your not. Nobody gets half pregnant.”
Indeed. There’s no better way to be “with quality-of-new-hire child” than by going all in with unified HR systems, key recruiting and hiring data and talent analytics. An excellent way to start determining your quality-of-hire is by tracking the turnover of your new hires during their first year with you. Higher-than-desired levels of turnover within this period often signify poor sourcing, selection or onboarding – or some combination of these activities. It all comes down to how carefully you measure and track new hire sourcing, performance, competencies, turnover/retention, diversity and inclusion, and developmental/leadership potential.
Just do the math: people quality is what makes for picture perfect business.
About the Author: Kevin W. Grossman co-founded and co-hosts the highly popular weekly TalentCulture #TChat Show with Meghan M. Biro. He’s also currently the Product Marketing Director for Total Talent Acquisition products at PeopleFluent.
Talent management offers value at the revenue end. Customer satisfaction, product development, and marketing innovation all benefit by being accomplished by talented performers. Talent management also contributes to expense reduction. Quality improvement, process redesign and employee retention are results generated when talent works the business.
Among the many, varied definitions of employee engagement, I select this one:
Simply stated: talent management acquires and supports higher levels of skills and knowledge; employee engagement increases the value application of the skills and knowledge. Talent generates revenue and reduces expenses; engagement lets them do that more, do that better.
Businesses now aim to give more attention and action to both talent management and employee engagement. That attention needs to be well-directed; those actions need to be well-developed. Let’s look at five links between talent management and employee engagement. These links promise to increase a company’s success in improving both attention and action.
Better Onboarding Link
A powerful onboarding program introduces talented candidates to the business’ engagement culture immediately. The individual can actually engage in onboarding activities — rather than sitting at a desk and thumbing through a binder. A strong program demonstrates employee engagement as the business lifestyle. Engagement is proven to attract active talent. Opportunities to engage from the start heighten talent’s appreciation…and engagement. What company doesn’t truly want an onboarding process that lets new talent “hit the ground running” and then run even faster?
Competitive Advantage Link
Competition for talent is fierce because talent is a leading factor in a company’s competitive advantage. Recruiting, developing and retaining talent are the tools that build competitive advantage. Talent management starts with recruiting. Stronger recruiting efforts contribute to greater talent acquisition. Employee engagement adds to developing and retaining talent. It demonstrates the company’s appreciation of their value to the company — as it builds their value to the company. What company does not look for every possible way to gain advantage over their competition?
Performance Improvement Link
Talent joins a company appreciating the company and its product. As talent engages more fully in company operations, assignments, projects, that appreciation grows. The greater the appreciation, the greater one’s commitment to performing with quality. An employee — especially a “talent employee” — who has the opportunity to perform in ways which she/he sees as valuable consistently seeks to improve that performance. What company does not want to start with talented employees and then enjoy seeing them improve on their talent?
Customer Satisfaction Link
Customers naturally prefer to experience quality product and quality service. Research says it is the people with whom customers interact that determine the customer’s opinion of that quality. Talent management looks for quality candidates. Employee engagement turns up that quality. Successful attraction and recruitment combine for the first step. Once talent is hired, employee engagement strategies increase communication and commitment. These are critical characteristics that satisfy customers. What company doesn’t want satisfied customers? What company doesn’t rely on its employees to generate such satisfaction?
Reduced Turnover, Increased Retention Link
If intense effort is made to hire talent, equally intense effort should be expended to retain talent. Employee engagement is a specific element of talent management insofar as it boosts a company’s ability to hold on to talented employees. People stay with companies they value. The more an employee is allowed and encouraged to engage in job, team, and company efforts, the more she sees the value. People stay with managers they trust. The more managers and employees engage in continuous communication about expectation, the more trust develops in their relationship. People stay with companies that offer opportunities for personal, even professional growth. The more your company provides such opportunities — training, mentoring/coaching, community involvement — the more growth the employee witnesses. What company doesn’t want quality talent to stick around?
(About the Author: As an Employee Engagement and Performance Improvement expert, Tim Wright has worked with businesses and national associations of all sizes. His company, Wright Results, offers proven strategies and techniques to help businesses increase employee engagement, improve personnel performance and build a strong business culture by focusing on performance management from the C.O.R.E. For more information, visit www.wrightresults.com or connect with Tim here: email@example.com)
https://talentculture.com/wp-content/uploads/2014/09/Ties.jpg6001018Fisher VIstahttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngFisher VIsta2014-09-16 14:15:102020-08-12 11:13:115 Links between Talent Management and Employee Engagement
Is it just me, or is the term “employee engagement” rapidly becoming a buzzword – popular as workplace window dressing, and perhaps sexy to say, but lacking in substance? If so, I think it would be a mistake to let the spin doctors snatch it without a good fight. After all, there’s plenty of industrial-strength ammo available for a winning battle.
For example, hundreds of talent-minded professionals came together yesterday for a #TChat session focused on the “what, why and how” of employee engagement. The quantity and quality of interactions demonstrated significant depth, meaning and conviction surrounding this concept. Ideas were both grounded and inspiring – far from buzzword territory. (To see event highlights, watch the Storify slideshow at the end of this post.)
Engagement By The Numbers
But #TChat-ters aren’t the only ones who care about engagement. In a recent Aberdeen Group survey of 1300 global business leaders, employee engagement emerged as one of the top five business priorities. That really shouldn’t be a surprise. After all, engaged employees are productive employees – and productive employees drive business performance.
So, we know that company leaders think engagement counts. But that raises two related questions:
1) Is the term “engagement” universally understood? In a word, no. And that’s a problem, as TalentCulture’s Meghan Biro indicated in a recent Forbes commentary, outlining the “5 Whys” of Employee Engagement.
At best-in-class companies, 72% of employees rate themselves as “highly engaged.” That means, even under the best conditions, almost 30% of the workforce IS NOT highly engaged.
What To Do?
Clearly, there’s room for improvement. That’s where advice from the #TChat archives can help! Taste some of the tidbits I saw in the mix. Then for a deeper dive, check out the Storify slideshow below for full highlights. You’ll walk away with better understanding of engagement’s business value. And you might discover some useful “how to” advice along the way.
“Engagement is 11 words: ‘What do you think?’ ‘How can I help.’ ‘I trust you.'” @ValaAfshar
“Engaged leaders pick up the phone when members of their teams call.” @brentskinner
“Engagement is tougher w/distributed teams. Social tools help, but we can’t rely on ‘engagement by osmosis’ anymore” @TalemetryJen
“Engagement=degree to which employees feel invested in & aligned with THEIR day-to-day experience as part of the organization.” @JsarahwatsHR
That’s #TChat. Collective insights from some of the best minds in the talent and HR community – all in one place. Freely available for the taking. The lights are always on at TalentCulture.com, so come on back whenever you need another engagement fix!
Let’s Keep The Conversation Alive
If you joined last night’s forum, which ideas mattered most to you? How will you apply them? Add comments below — or if you blog about engagement let us know by posting a Twitter link with the #TChat hashtag. We’d like to share your ideas with the TalentCulture community here and via @TalentCulture.
Coming Up on #TChat
Join us next week (Wednesday at 7pmET/4pmPT), as we continue to explore the “World of Work.” Look for a full preview next Monday via @TalentCulture and #TChat. Thanks again for your interest and your contributions!
A lot of companies, through recruiting advertising, corporate mission statements, employee communications or any other aphorism-friendly medium, proudly proclaim some variation on the theme, “Our people are our greatest assets.”
As the economy slowly rebounds, however, there’s a pretty good paper trail showing that, in fact, many of these assets were treated, essentially, like a cost center, at least when it comes to the old p&l. Shedding the fixed costs of human capital might make sense on a balance sheet, and has, over the short term, created both shareholder value and historic levels of employee productivity.
For the overwhelming majority of workers, there’s nothing fixed about human capital. And they’re about to prove it; with the expected mass exodus of talent in the wake of the rebounding economy, many companies and talent organizations are about to discover, in fact, that “our people are our greatest assets” is more than a corporate catch-phrase.
Because a lot of those assets are about to walk out the door, taking with them, in many cases to competitors, a level of institutional and internal knowledge whose value on the balance sheet might be hard to calculate, but whose bottom line effect will be felt by many organizations for years to come.
The upcoming seismic spike in employee turnover will look different than any we’ve seen in the past. A recent Monster.com survey showed that fully 82% of fully employed workers have updated their resumes in the past 6 months, and a whopping 96% of employees with tenures of over 5 years are openly exploring opportunities.
Any recruiter can tell you, candidates with up-to-date resumes and job longevity are pretty much the Holy Grail of talent acquisition. And the crusade for your organization’s employees is about to begin.
Join #TChat tonight as we discuss what employers and job seekers alike can do to take advantage of this historic confluence of trends that stand poised to redefine the status quo of workforce and talent management.
#TChat Questions and Recommended Reading (4.5.11)
Whether you’re a recruiter, job seeker, or employer, the ‘perfect storm’ of accelerated attrition and acquisition will change the way you work, and who you work with, and we want to hear from you tonight from 8-9 PM ET.
Here are the questions we’re going to be discussing tonight, along with some recommended reading to help inform, and inspire, tonight’s #TChat conversation:
Should I Stay Or Should I Go? Workplace Culture Factors to Consider Before Leaving Your Job
Q1: Almost 90% of workers report being “open” to looking for new jobs. Why is this number so high?
Visit www.talentculture.com for more great information on #TChat and resources on culture fatigue and how to overcome it!
Our Monster social media team supports the effort behind #TChat and its mission of sharing “ideas to help your business and your career accelerate – the right people, the right ideas, at the right time.”
https://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.png00Meghan M. Birohttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngMeghan M. Biro2011-04-05 14:21:422020-05-20 16:58:08Consider Culture Before Leaving Your Job: #TChat
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