In this presentation Infor’s Chief HCM Scientist Jason Taylor explores why top performers sometimes feel they have to move on. He examines tested ways of ensuring your key players stay the course, from picking the right candidates at the beginning of their careers, through to coaching them as best fits their character. Losing some staff is inevitable; losing your best is not. There’s plenty you can do to retain your top performers. Discover how by looking at this presentation.

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Copyright ©2014 Infor. All rights reserved. This presentation is provided for informational purposes only and does not constitute a commitment in any way. The information, products and services described herein are subject to change at any time without notice.
The real reason your top performers are leaving you
Jason Taylor, PhD
Infor Chief HCM Scientist

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Question
Why do top performers choose to leave?

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Top Performers Leave Because:
• Circumstances
• Lack of pay or benefits
• Internal Promotion
• Organizational restructuring
• Lack of promotional opportunities
• Lack a culture fit
• Can do the job but are not vested in the job
• Relationship issues at the peer and management level
• Does not fit their passion
• Lack of attention or recognition

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When do Top Performers Leave?
Circumstances
Promotional
Opportunity
Culture Fit
Relationships
Recognition

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Three Steps
Head Start on
the Future
Getting On
Track Quickly
Making it Work

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What is Talent Science?
The ability to leverage
performance data to improve
future outcomes through people.

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Talent Science at the Center

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Three Steps
Head Start on
the Future
Getting on
Track Quickly
Making
it work

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Performance
Profile
U.S. Patent 8,204,778
U.S. Patent 8,484,072
The “Backbone” of Talent Science
Complete
Assessment
Performance
Data
Incumbents

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9.1%
Irene JonesAllison Jones
Product Manager

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Increasing Odds for the Future
• Start with the data (measuring success in the job)
• Use the data to behaviourally define success in the role
• Remember more is not always better
• Fit is critical for long-term tenure
• What you can’t see (behavior) matters

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Three Steps
Head Start on
the Future
Getting on
Track Quickly
Making
it work

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Human Capital Management Cycle
Retain
Develop
Attract

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Go Beyond Traditional Onboarding
• Get off to a good start (first 90 days)
• Don’t leave selection data behind, leverage it
• Set a positive tone for coaching and feedback
• Create a system to shapes your culture first (system = culture)
• Know the person!

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Allison Jones
Product Manager
HR Services
Delivery

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Coaching is Key
1. Understand Employee Readiness
2. Stay focused on specifics
3. Keep it real
4. Keep it balanced
5. Maximize time and quality
6. Make it beneficial

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Allison Jones
Learning
Management

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Three Steps
The science
of retention
Three key
actions
Making
it work

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Talent
Management
Workforce
Management
Learning
Management
Core HR
Employee
Connect
Talent
Acquisition
Talent
Science
Robust
• Broadest solution in the market -
complete back office platform
• Single & multi-tenant SaaS
• Science-driven
• Socially-enabled
• Modern UX
• Industry analytics, benchmarks
and dashboards
• Flexible deployment approach –
Implementation Accelerators
Proven
• 5,000 customers
• 50M paychecks monthly
• 30 million applicants annually
Infor CloudSuite HCM

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Allison Jones
Talent
Management

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Job Fit
Positioned for success
Poorly positioned
Behavioral Level
Skill Level
Training required
Coaching required
Talent
Management

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Team Fit
High
Functioning
Team
Low
Functioning
Team
Behavioral Level
Skill Level
Talent
Management

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Team Fit
Behavioral Level
Skill Level
Talent
Management

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Allison Jones
Talent
Management

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Study parameters
• Sample size: 17,849 employees
• Study period: 2 years
• Comparison: “Recommended” by Talent Science vs.
“Not Recommended” by Talent Science
With Talent Science, store managers are improving customer
service and driving revenues to strengthen the company’s
leadership position in the retail industry.
Results
9.3%
Higher Sales to Goal
average by
“Recommended” hires
28.9%
Reduction in involuntary
turnover among
“Recommended” hires
Turnover reduction
28.9%
reduction
in
involuntary
turnover
“Not
Recommended” by
Talent Science
“Recommended”
by
Talent Science

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Study parameters
• Sample size: 2,506 employees
• Study period: Over five years
• Comparison: Hired with Talent Science vs.
Hired without Talent Science
The study period consisted of two similar blocks of time to
document pre-deployment and post-deployment results.
Results
$5.6M
saved compared to previous
year’s turnover rate
60.96%
lower turnover rate after the
third month of employment
11.1%
higher monthly sales by
“Recommended” Managers on Duty
representing $9.5M/yr if applied to all hires
Turnover reduction
60.96%
lower
turnover
without
Talent Science
with
Talent Science

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Copyright ©2014 Infor. All rights reserved. This presentation is provided for informational purposes only and does not constitute a commitment in any way. The information, products and services described herein are subject to change at any time without notice.
The real reason your top performers are leaving you
Jason Taylor, PhD
Infor Chief HCM Scientist