How to Conduct an Effective Exit Interview

| February 27, 2019

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In 2018 in the United States, a survey revealed that companies saw a 22 percent turnover rate on average. With turnover rates this high (particularly voluntary turnover, which accounted for the majority of the total turnover rate), exit interviews have become crucial for businesses that desire growth and retention in 2019. When an employee resigns from their current job, they are often invited to participate in an exit interview.

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CDI Corporation

CDI Corp. (NYSE:CDI) is an engineering and technology services firm providing client-focused solutions in select global industries. CDI provides global engineering and technology solutions and professional staffing services through its global business operations. The Company also provides staffing services through its franchised Management Recruiters International, Inc. (MRI) operating unit.

OTHER ARTICLES

Diversity and inclusion: it’s time to champion greater social mobility for young talent

Article | February 24, 2020

How can HR practitioners attract and nurture a wholly diverse workforce, and why should they? That’s a big ask for one article, but in this piece I’m going to try to summarise the opportunities that employers have in recruiting a more diverse workforce. These days we speak a lot about employers’ responsibilities where diversity is concerned, and of course they do have a responsibility to be far more diverse and inclusive than they have been in the past.

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WORKFORCE MANAGEMENT

SURVIVE – PIVOT- THRIVE! WHERE ARE YOU?

Article | February 24, 2020

It’s worth sharing some of the findings from our global advisory group, Mindshop, and our colleague advisors from around the world about what they’re seeing in their marketplaces. First of all we understand that businesses will typically be facing 1 of 3 scenarios: 1. Busy - business is still going well with some disruption to the way they operate and demand may even be increasing. 2. Low Impact - perhaps there is a revenue reduction of between 10% and 20% with some uncertainty about the future and the possibility that the impact could be short-term. 3. High Impact - revenue reductions of 50% or more, or the business has even stopped operating as normal. In each of these scenarios we have seen the need for common overarching responses and the need to maintain those on cycles of no more than 30 days. These responses are firstly to Survive, followed by exploring the options to Pivot or Adapt and then to move into a Thrive mode in the new reality. We are aware of some businesses that have already made a substantial Pivot and may have changed, for example, the focus of their manufacturing and consequently have continued to do very well. While that looks like a great outcome we would expect the best of these businesses to already be planning whether they need to make another Pivot as things change or to lock their new found income streams into their future business model. These are strategic decisions that will need to be taken quickly. Being approximately 6 weeks into an overall community response, we have seen that most businesses are anticipating that their survival initiatives will probably be around a 3 month process and that they are about halfway through that now. We are also seeing an expectation that the search for, and execution of, opportunities to Pivot will take a further 6 months and it may be as much as 12 to 18 months before organisations are starting to thrive in their new reality. In looking at what this means for leaders, there are a whole range of strategies and tactics that can be applied, here, we would like to just provide a few examples under the Survive and Pivot/Adapt responses, and then point you to some free resources that you may find helpful. 1. For Leaders in all scenarios a. Survive - Calmness, communication and scenario plans are vital b. Pivot/Adapt - regularly review your business vision - things will change c. Thrive - have your growth plan ready with a new view of risk mitigation based on our current shared experience 2. For Leaders in the Busy Scenario a. Continually review the operational capabilities to respond to unexpected falls in demand and to anticipate growth b. Make sure that you continually update your disaster scenario plans - it could still happen to you c. Make sure to use your newfound cash flow to prepare yourself well for your new future as you continue to develop your new product and service offerings 3. For Leaders in the Low Impact Scenario a. Communication and focus are both here, team members will have seen enough of the alternative scenarios to be concerned about their future and if they are not working with purpose, low-impact can turn into high-impact very quickly b. Your Pivot responses should see a revised strategic plan focusing on recovering lost business but also on evolving into modified products and services - reimagine these in a changed market 4. For Leaders in a High Impact Scenario a. Hibernate long-term strategically important areas of your business as effectively as possible b. Choose the team members to work with you on the recovery very carefully c. Reimagine the business as a leaner and more effective operational unit as the market starts to recover or you discover opportunities to Pivot Obviously, these are just simple snapshots of leadership responses, but clarity of thinking in all scenarios is what will see good businesses coming out of this on the other side successfully.

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#SuddenlyRemote: 3 Pivots You Need To Make For Better Remote Meetings

Article | February 24, 2020

These days it feels like we’ve been thrust into a virtual world. While we’re all comfortable with personal communication through our smartphones and laptops (maybe a little too comfortable), many people are finding themselves confined to fully digital communication for the first time in their careers. In the workplace, this means making the big switch from in-person meetings to remote meetings—a switch from “pants” to “no pants,” as we in the remote work world like to call it.

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The Value of Bringing our Authenticity to Work

Article | February 24, 2020

We’ve all heard the phrase, “if it looks like a duck, acts like a duck, then it must be a duck”. This has been attributed to many potential sources, including Joseph McCarthy. We may use this phrase at work to describe the behavior of a co-worker or manager. Our ability to bring our authentic selves to work is often very challenging and hard to do. Workplace politics, manager expectations, team cultures, and promotion guidelines often get in the way of our ability to be authentic and genuine.

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Spotlight

CDI Corporation

CDI Corp. (NYSE:CDI) is an engineering and technology services firm providing client-focused solutions in select global industries. CDI provides global engineering and technology solutions and professional staffing services through its global business operations. The Company also provides staffing services through its franchised Management Recruiters International, Inc. (MRI) operating unit.

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