Myspace,[6] stylized My_____[7] and previously MySpace, is a social networking website. Its headquarters are in Beverly Hills, California[8] where it shares an office building with its immediate owner, News Corp. Digital Media, owned by News Corporation.
Myspace became the most popular social networking site in the United States in June 2006, a position that it held throughout 2007 until 2008.[9] In April 2008, according to comScore, Myspace was overtaken internationally by its main competitor, Facebook based on monthly unique visitors.[10][11] Myspace employs 1,000 employees, after laying off 30% of its workforce in June 2009;[3] the company does not disclose revenues or profits separately from News Corporation. Quantcast estimates MySpace's monthly U.S. unique visitors at 43.2 million.
Employee turnover surveys, employee retention surveys and exit interview surveys gather information and perceptions from former employees and/or current employees about what it is like to work for your organization and what it takes to keep employees. These employee surveys identify why employees are satisfied, engaged and are likely to stay with your organization for the foreseeable future, or why employees are thinking about leaving, or in the case of former employees, why they left your company.
The high costs of excessive voluntary employee turnover include:
· Costs for recruiting new replacement employees
· Costs for training and developing replacement employees
· Learning curve costs – While they are learning their new job, learning about your products and services, about your organization and other important information, it often takes many weeks or months for new employees to reach their potential performance
· The negative impact on customers while replacement employees are not yet hired and while new replacement employees are not yet fully trained and fully proficient
· The negative impact on customers and employees covering for staffing shortfalls due to employee attrition
The negative impact on your organization’s “employer of choice” reputation due to high employee turnover
The types of Employee Retention Surveys / Exit Interview Surveys Include:
· Employee Turnover Surveys (feedback or opinion surveys of former employees). Employee turnover surveys identify why former employees left your company, where they went and why, what could have been done to improve their work experience and keep them with your company, and other pertinent information and insight. These surveys are typically conducted semi-annually or annually and are sent to all former employees that left your organization on their own initiative.
· Exit Interview Surveys (employees complete the employee exit interview survey prior to leaving your company). Exit interview surveys identify why employees are leaving your company, where they are going and why, what could have been done to improve their work experience at your company, and other pertinent information and insight.
· Employee Retention Surveys / Employee Turnover Surveys of Current Employees with a particular focus on employee retention. These surveys are highly effective for companies with high employee turnover throughout the organization, or with high turnover in one particular department such as sales or a call center, etc. These employee surveys assess key aspects of employee satisfaction and employee engagement, and the likelihood that employees will stay with your company for the foreseeable future. These employee surveys also identify reasons employees are likely to leave your company and what can be done to reduce voluntary employee turnover.
Employee Retention Survey/Employee Turnover Survey and Exit Interview Survey Metrics:
Employee retention surveys provide a wealth of information and insight regarding why employees are thinking of leaving or are actually leaving your company. Acting on this information and insight, your company can significantly reduce unwanted employee turnover, generating a strong payback on the surveys and bottom line results.
Employee retention surveys. employee turnover surveys and exit interview surveys are especially useful for organizations or specific departments experiencing high levels of turnover. For example, these surveys can identify what needs to be done to reduce turnover and increase performance of a company’s sales force, a department that often experiences high levels of turnover.
Depending on your industry and the products and services your company sells, employee turnover metrics include these and other criteria driving employee retention:
· Communications effectiveness
· Support from and treatment by managers
· Recognition received from management
· Work environment
· Adequacy of tools and information needed to perform the job effectively
· Effectiveness of sales performance feedback and mentoring
· Satisfaction with compensation and benefits plans
· Satisfaction with career opportunities
· Clear understanding of job
· Job is what was promised when hired
· Clear expectations for job performance
· Availability/effectiveness of training and development
· Company culture
· Empowerment
· Receptivity of management to employees’ ideas
· Competitiveness of company’s products and services
· Satisfaction with the job and company
· Satisfaction with company direction
· Likelihood of staying with your organization for the foreseeable future (in surveys of current employees only)
· Willingness to recommend your company for employment
Benefits of Employee Retention Surveys / Employee Turnover Surveys / Exit Interview Surveys include:
· Gaining information and insight for attracting and retaining employees
· Reducing costly employee turnover
· Identifying ways to increase employee satisfaction and employee engagement
· Increasing “employer of choice” status
· Increasing effectiveness of managers
· Improving the recruiting & hiring process
· Avoiding hiring employees who are not likely to be successful
· Eliminating obstacles impacting employee performance
· Improving communications with employees
· Identifying drivers of employee turnover enabling changes based on employee feedback
· For retention surveys of former employees, learn why they left your company and what they like better at their new company
· Gathering suggestions for running your organization more effectively
People need to receive constant and consistent communications to keep them connected to the process of change. When people connect and commit, they produce value for the organization.
During change key producers feel energized if they are contributing and making a difference. They seek opportunities to understand what is needed, to be involved in decisions and actions. They are primed to produce information for task forces and project groups, to extend their enthusiasm to customers, and to examine innovative new ways to approach the opportunities change brings. They are ready and willing. The organization’s task is to recognize and leverage that willing ability.
EMS services have traditionally struggled against funding cuts and bureaucrats to provide for the needs of their communities. Now, many services find themselves in an internal battle. Ambulances are being parked as paramedics and EMTs leave the profession at record rates. In some parts of the country, there is 20% turnover.1 The problem, though, doesn't exist simply within EMS. One hospital study found that one-fifth of the responding nurses intended to leave their current positions.2 Hospitals concerned about replacement costs and quality of care use a number of strategies to retain their workforce that EMS organizations could also implement to retain existing staff.
Like EMS, the current nursing shortage includes both supply and demand. Nursing schools cannot turn out enough graduates to keep up with the increasing demand. EMS employment needs are projected to grow by 21%-35% over the next few years.3 Many EMS and nursing staff are also reaching retirement age. With increasing shortages from both ends, EMS services will be competing with each other and will need to make provisions for maintaining their current staff.
Retention Efforts
Retention efforts should begin from Day #1 with new hires, who often feel alone in their new work environment. Hospitals found that healthcare workers begin to think about leaving 180 days into their job, and half of them leave after the first year.4
Assign each new employee a mentor to help them through the early processes of learning a job. This mentor should keep a watchful eye on the new EMT to ensure he is not overwhelmed with the new procedures and has time to gain experience. Managers should listen carefully to their mentors and not schedule new workers on independent assignments until they have demonstrated documented competence handling the variables of a call.
Hospital studies recommend meeting with new employees every two to three months to make sure they're receiving adequate support and guidance.4 These meetings also open lines of communication with the manager to discuss any areas of concern that arise. Hopefully, this would head off any problems before the new employee starts looking elsewhere.
Besides retention meetings, managers could hold social events to encourage friendship between the new employees and existing staff. Friendship helps retention by increasing the new employee's bond to the department and by creating an environment where the new employee feels comfortable and accepted. Good-natured ribbing of "newbies" is an old tradition that encourages bonding, acceptance and adaptation to the department. Mentors, meetings and friendships all work together to make new employees feel part of their new environment and reduce their intent to leave by reinforcing their importance and position in the workplace.
The importance of pay to retention in paid services has been debated. Some argue that salary isn't an issue; however, a study found that nurses ranked pay second in importance as reasons to stay with an employer.6 Because of this, pay is an important retention strategy for hospitals.
With downsizing and reengineering in today's workplaces, Generation X employees feel less loyalty to an employer than employees of previous generations. An employer who fails to offer competitive wages will find it increasingly difficult to attract new employees, who are more often than not applying with the highest payer. Sherwood Hospital went from a 3% turnover rate to 18% in just two months when competing hospitals increased nursing salaries. When Sherwood Hospital finally increased its wages, the turnover rate for nurses decreased to 1% in four months.5 Obviously, keeping EMS pay competitive is an effective retention strategy. Healthcare workers have shown they will follow the dollars. Conversely, if they are paid well by their current employer, it's one less reason to look elsewhere for employment.
Myspace became the most popular social networking site in the United States in June 2006, a position that it held throughout 2007 until 2008.[9] In April 2008, according to comScore, Myspace was overtaken internationally by its main competitor, Facebook based on monthly unique visitors.[10][11] Myspace employs 1,000 employees, after laying off 30% of its workforce in June 2009;[3] the company does not disclose revenues or profits separately from News Corporation. Quantcast estimates MySpace's monthly U.S. unique visitors at 43.2 million.
Employee turnover surveys, employee retention surveys and exit interview surveys gather information and perceptions from former employees and/or current employees about what it is like to work for your organization and what it takes to keep employees. These employee surveys identify why employees are satisfied, engaged and are likely to stay with your organization for the foreseeable future, or why employees are thinking about leaving, or in the case of former employees, why they left your company.
The high costs of excessive voluntary employee turnover include:
· Costs for recruiting new replacement employees
· Costs for training and developing replacement employees
· Learning curve costs – While they are learning their new job, learning about your products and services, about your organization and other important information, it often takes many weeks or months for new employees to reach their potential performance
· The negative impact on customers while replacement employees are not yet hired and while new replacement employees are not yet fully trained and fully proficient
· The negative impact on customers and employees covering for staffing shortfalls due to employee attrition
The negative impact on your organization’s “employer of choice” reputation due to high employee turnover
The types of Employee Retention Surveys / Exit Interview Surveys Include:
· Employee Turnover Surveys (feedback or opinion surveys of former employees). Employee turnover surveys identify why former employees left your company, where they went and why, what could have been done to improve their work experience and keep them with your company, and other pertinent information and insight. These surveys are typically conducted semi-annually or annually and are sent to all former employees that left your organization on their own initiative.
· Exit Interview Surveys (employees complete the employee exit interview survey prior to leaving your company). Exit interview surveys identify why employees are leaving your company, where they are going and why, what could have been done to improve their work experience at your company, and other pertinent information and insight.
· Employee Retention Surveys / Employee Turnover Surveys of Current Employees with a particular focus on employee retention. These surveys are highly effective for companies with high employee turnover throughout the organization, or with high turnover in one particular department such as sales or a call center, etc. These employee surveys assess key aspects of employee satisfaction and employee engagement, and the likelihood that employees will stay with your company for the foreseeable future. These employee surveys also identify reasons employees are likely to leave your company and what can be done to reduce voluntary employee turnover.
Employee Retention Survey/Employee Turnover Survey and Exit Interview Survey Metrics:
Employee retention surveys provide a wealth of information and insight regarding why employees are thinking of leaving or are actually leaving your company. Acting on this information and insight, your company can significantly reduce unwanted employee turnover, generating a strong payback on the surveys and bottom line results.
Employee retention surveys. employee turnover surveys and exit interview surveys are especially useful for organizations or specific departments experiencing high levels of turnover. For example, these surveys can identify what needs to be done to reduce turnover and increase performance of a company’s sales force, a department that often experiences high levels of turnover.
Depending on your industry and the products and services your company sells, employee turnover metrics include these and other criteria driving employee retention:
· Communications effectiveness
· Support from and treatment by managers
· Recognition received from management
· Work environment
· Adequacy of tools and information needed to perform the job effectively
· Effectiveness of sales performance feedback and mentoring
· Satisfaction with compensation and benefits plans
· Satisfaction with career opportunities
· Clear understanding of job
· Job is what was promised when hired
· Clear expectations for job performance
· Availability/effectiveness of training and development
· Company culture
· Empowerment
· Receptivity of management to employees’ ideas
· Competitiveness of company’s products and services
· Satisfaction with the job and company
· Satisfaction with company direction
· Likelihood of staying with your organization for the foreseeable future (in surveys of current employees only)
· Willingness to recommend your company for employment
Benefits of Employee Retention Surveys / Employee Turnover Surveys / Exit Interview Surveys include:
· Gaining information and insight for attracting and retaining employees
· Reducing costly employee turnover
· Identifying ways to increase employee satisfaction and employee engagement
· Increasing “employer of choice” status
· Increasing effectiveness of managers
· Improving the recruiting & hiring process
· Avoiding hiring employees who are not likely to be successful
· Eliminating obstacles impacting employee performance
· Improving communications with employees
· Identifying drivers of employee turnover enabling changes based on employee feedback
· For retention surveys of former employees, learn why they left your company and what they like better at their new company
· Gathering suggestions for running your organization more effectively
People need to receive constant and consistent communications to keep them connected to the process of change. When people connect and commit, they produce value for the organization.
During change key producers feel energized if they are contributing and making a difference. They seek opportunities to understand what is needed, to be involved in decisions and actions. They are primed to produce information for task forces and project groups, to extend their enthusiasm to customers, and to examine innovative new ways to approach the opportunities change brings. They are ready and willing. The organization’s task is to recognize and leverage that willing ability.
EMS services have traditionally struggled against funding cuts and bureaucrats to provide for the needs of their communities. Now, many services find themselves in an internal battle. Ambulances are being parked as paramedics and EMTs leave the profession at record rates. In some parts of the country, there is 20% turnover.1 The problem, though, doesn't exist simply within EMS. One hospital study found that one-fifth of the responding nurses intended to leave their current positions.2 Hospitals concerned about replacement costs and quality of care use a number of strategies to retain their workforce that EMS organizations could also implement to retain existing staff.
Like EMS, the current nursing shortage includes both supply and demand. Nursing schools cannot turn out enough graduates to keep up with the increasing demand. EMS employment needs are projected to grow by 21%-35% over the next few years.3 Many EMS and nursing staff are also reaching retirement age. With increasing shortages from both ends, EMS services will be competing with each other and will need to make provisions for maintaining their current staff.
Retention Efforts
Retention efforts should begin from Day #1 with new hires, who often feel alone in their new work environment. Hospitals found that healthcare workers begin to think about leaving 180 days into their job, and half of them leave after the first year.4
Assign each new employee a mentor to help them through the early processes of learning a job. This mentor should keep a watchful eye on the new EMT to ensure he is not overwhelmed with the new procedures and has time to gain experience. Managers should listen carefully to their mentors and not schedule new workers on independent assignments until they have demonstrated documented competence handling the variables of a call.
Hospital studies recommend meeting with new employees every two to three months to make sure they're receiving adequate support and guidance.4 These meetings also open lines of communication with the manager to discuss any areas of concern that arise. Hopefully, this would head off any problems before the new employee starts looking elsewhere.
Besides retention meetings, managers could hold social events to encourage friendship between the new employees and existing staff. Friendship helps retention by increasing the new employee's bond to the department and by creating an environment where the new employee feels comfortable and accepted. Good-natured ribbing of "newbies" is an old tradition that encourages bonding, acceptance and adaptation to the department. Mentors, meetings and friendships all work together to make new employees feel part of their new environment and reduce their intent to leave by reinforcing their importance and position in the workplace.
The importance of pay to retention in paid services has been debated. Some argue that salary isn't an issue; however, a study found that nurses ranked pay second in importance as reasons to stay with an employer.6 Because of this, pay is an important retention strategy for hospitals.
With downsizing and reengineering in today's workplaces, Generation X employees feel less loyalty to an employer than employees of previous generations. An employer who fails to offer competitive wages will find it increasingly difficult to attract new employees, who are more often than not applying with the highest payer. Sherwood Hospital went from a 3% turnover rate to 18% in just two months when competing hospitals increased nursing salaries. When Sherwood Hospital finally increased its wages, the turnover rate for nurses decreased to 1% in four months.5 Obviously, keeping EMS pay competitive is an effective retention strategy. Healthcare workers have shown they will follow the dollars. Conversely, if they are paid well by their current employer, it's one less reason to look elsewhere for employment.