2K is a global developer, marketer, distributor and publisher of interactive entertainment software games.[1] 2K Games is a subsidiary of Take-Two Interactive, which also owns Rockstar Games notable for the Grand Theft Auto series. It was created on January 25, 2005 after Take-Two acquired developer Visual Concepts and its wholly owned subsidiary Kush Games from Sega for US$24 million.
The name "2K Games" comes from Visual Concepts' sports game lineup typically referred to as the 2K series, which were originally published exclusively for the Dreamcast console. 2K Games is headquartered in Novato, California. The label publishes a wide variety of console and PC titles developed both internally and externally.
Employee Retention involves taking measures to encourage employees to remain in the organization for the maximum period of time. Corporate is facing a lot of problems in employee retention these days. Hiring knowledgeable people for the job is essential for an employer. But retention is even more important than hiring. There is no dearth of opportunities for a talented person. There are many organizations which are looking for such employees. If a person is not satisfied by the job he’s doing, he may switch over to some other more suitable job. In today’s environment it becomes very important for organizations to retain their employees.
The top organizations are on the top because they value their employees and they know how to keep them glued to the organization. Employees stay and leave organizations for some reasons.
Uses only research-based, theory-supported approaches to improving employee engagement. Avoided are gimmicks such as employee of the month, suggestion boxes, prizes or other “carrots.” While commonly used, these short-term fixes fail to produce genuine employee loyalty (more than 60 years’ of research tells us so!).
Employs an easy-to-understand systems approach to ensure the root causes of turnover are addressed and the potential for lasting change unleashed.
Customizes all activities to your organization’s unique history, current practices and strategic objectives. Also considered are challenges unique to your industry sector, competitive marketplace issues and talent shortages.
Involves those responsible for implementing change in actually creating the change, ensuring input and improved shared understanding and support of all initiatives.
Integrates hands-on, action-oriented approaches that enable organizations to move forward quickly and effectively
Recognizes the research-proven role of no-cost strategies in developing the “glue” that builds employee loyalty and commitment.
Brings to your organization leading-edge organization-development best practices to effectively and quickly build a retention-rich culture.
The Employee Retention Strategies newsletter, which gained this website the No. 1 positions on Google and Yahoo during its publication in the early part of this decade, was a nationally noted source for research-based, fact-driven guidance on enhancing employee retention. (Back issues still are available). From that research come approaches built on a solid foundation of what works (and what doesn’t) to gain the commitment of employees in all industries and economic sectors.
Added to this base are leading-edge organization-development methodologies to bring your organization’s strengths to the fore, to rekindle the dynamic potential of your company to meet today’s challenges and to rebuild workforce commitment to the heart of your organization’s mission.
Workforce Retention
A study published by Ernst & Young’s Office of Workforce Retention estimated
replacement costs of approximately 150% of a person’s annual salary.
“… turnover-related costs rose to 37% of the health and productivity (of a company)
in 1999 from 14% in 1997…” The Wall Street Journal, “Organizational
Health,” April 2000.
Retaining Talent: Executive Summary*
Issue of employee retention affects the performance of the entire company. The
ability to keep good employees is rapidly becoming a critical competitive
weapon. Organizations are realizing that their people are, by far, their most important
asset.
• The cost of replacing an employee ranges from 29% to
46% of the person’s annual salary. Estimated costs escalate
to 150% for senior management.
• Turnover costs the average organization more than $27
million per year.
• Ineffective supervisors — ”bad bosses” — are the largest
single factor driving employee turnover (78% to 86%).
• Nearly half (49%) of the participating organizations (118
total) have no formal strategy for addressing retention.
The name "2K Games" comes from Visual Concepts' sports game lineup typically referred to as the 2K series, which were originally published exclusively for the Dreamcast console. 2K Games is headquartered in Novato, California. The label publishes a wide variety of console and PC titles developed both internally and externally.
Employee Retention involves taking measures to encourage employees to remain in the organization for the maximum period of time. Corporate is facing a lot of problems in employee retention these days. Hiring knowledgeable people for the job is essential for an employer. But retention is even more important than hiring. There is no dearth of opportunities for a talented person. There are many organizations which are looking for such employees. If a person is not satisfied by the job he’s doing, he may switch over to some other more suitable job. In today’s environment it becomes very important for organizations to retain their employees.
The top organizations are on the top because they value their employees and they know how to keep them glued to the organization. Employees stay and leave organizations for some reasons.
Uses only research-based, theory-supported approaches to improving employee engagement. Avoided are gimmicks such as employee of the month, suggestion boxes, prizes or other “carrots.” While commonly used, these short-term fixes fail to produce genuine employee loyalty (more than 60 years’ of research tells us so!).
Employs an easy-to-understand systems approach to ensure the root causes of turnover are addressed and the potential for lasting change unleashed.
Customizes all activities to your organization’s unique history, current practices and strategic objectives. Also considered are challenges unique to your industry sector, competitive marketplace issues and talent shortages.
Involves those responsible for implementing change in actually creating the change, ensuring input and improved shared understanding and support of all initiatives.
Integrates hands-on, action-oriented approaches that enable organizations to move forward quickly and effectively
Recognizes the research-proven role of no-cost strategies in developing the “glue” that builds employee loyalty and commitment.
Brings to your organization leading-edge organization-development best practices to effectively and quickly build a retention-rich culture.
The Employee Retention Strategies newsletter, which gained this website the No. 1 positions on Google and Yahoo during its publication in the early part of this decade, was a nationally noted source for research-based, fact-driven guidance on enhancing employee retention. (Back issues still are available). From that research come approaches built on a solid foundation of what works (and what doesn’t) to gain the commitment of employees in all industries and economic sectors.
Added to this base are leading-edge organization-development methodologies to bring your organization’s strengths to the fore, to rekindle the dynamic potential of your company to meet today’s challenges and to rebuild workforce commitment to the heart of your organization’s mission.
Workforce Retention
A study published by Ernst & Young’s Office of Workforce Retention estimated
replacement costs of approximately 150% of a person’s annual salary.
“… turnover-related costs rose to 37% of the health and productivity (of a company)
in 1999 from 14% in 1997…” The Wall Street Journal, “Organizational
Health,” April 2000.
Retaining Talent: Executive Summary*
Issue of employee retention affects the performance of the entire company. The
ability to keep good employees is rapidly becoming a critical competitive
weapon. Organizations are realizing that their people are, by far, their most important
asset.
• The cost of replacing an employee ranges from 29% to
46% of the person’s annual salary. Estimated costs escalate
to 150% for senior management.
• Turnover costs the average organization more than $27
million per year.
• Ineffective supervisors — ”bad bosses” — are the largest
single factor driving employee turnover (78% to 86%).
• Nearly half (49%) of the participating organizations (118
total) have no formal strategy for addressing retention.
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