Amy Hirsh Robinson, MBA, (www.interchange-group.com) is a leading expert on the changing workforce and the impact of generational shifts on organizations. She consults to Fortune 500 companies, privately held businesses and not-for-profits to prepare and retool leaders and their workforces to excel and compete in the New Economy. Her strategies and programs focus on onboarding new employees to ensure the retention and engagement of top talent, managing and motivating a multigenerational workforce, and building competitive talent pipelines through effective succession planning practices. Amy speaks and publishes widely on workforce strategies for the New Economy and has been cited and quoted in publications such as Forbes, the Los Angeles Times, and the Huffington Post.
Content Featuring Amy Hirsh Robinson
Discover the three strategies to attract and retain the best talent, starting with defining your Employee Value Proposition (EVP).
Companies make a big mistake when cramming hours of mind-numbing employment information into their new employee orientation. There's a better way forward for new hires to be educated on corporate history and culture and help them establish bonds with their peers and others in the organization.
Something about the onboarding process is broken. The preferred tenure of new hires is 2-3 years, but almost 50% of Millennials plan to look for a new job this year. 28% report quitting because they didn't feel connected to the organization. Why are employers spending more and more to find the right candidate, only to drop the ball when they finally hire one?
Because onboarding is the first step to creating a lasting and positive employee experience it should be a top organizational priority. It represents an opportunity for cross-functional integration and employee-business alignment - but often it ...Read more
Guidelines for designing and executing onboarding programs that accelerate business performance, organizational change and talent retention.
This webcast will take a critical look at generational bias, recruitment strategies and talent management practices as she provides new insight and strategies for building a strong pipeline of women leaders.
As part of the development of future leaders, it is imperative that once a high potential employee is identified that they are allowed to enter the crucible of leadership to emerge prepared to take on the roles for which they have been groomed.
Key talent is the core of every corporation. It drives innovation, market share and organizational leadership. High potentials and their leaders pilot companies through economic downturns, create new products, and develop ancillary target markets.