After five years at IBM, Ben Reuveni started getting courted by recruiters, which led him to seek a new challenge. He wasn't desperate to leave, but there was silence. Exploring outside the company was much easier.
Reuveni was able to find a new job inside Big Blue because he knew the right people. The idea was to help all employees discover their career paths. The tool could be used to quickly find people with the right skills for new assignments. Reuveni quit IBM and co-founded a talent-management startup called Gloat, which was one of a dozen or so talent-management startups that were formed to make it easier for people to leave a job without joining a Great Resignation.
As a share of total employment.
It was adjusted carefully.
The U.S. Bureau of Labor Statistics has data.
Many workers leave because they can't see a career path that doesn't involve quitting. Only 1 in 4 employees say their organization makes it easy for them to find a job that matches their interests, according to a survey by consultant Gartner Inc. A survey from Robert Half found that almost half of people who are fed up with their job say it is because of a lack of advancement opportunities. A lot of people working at large corporations don't feel like they can have different careers inside the company, says a consultant. Organizations have not thought about this issue in a detailed way.
That is starting to change due to rising rates of attrition that have affected companies from Wall Street banks to corner bistros. Only 15% of employers said they were struggling to retain staff last year. Swift says companies should spend more time cooking with what is already in the kitchen.
People are being given the power to see all of what is out there, not just what is in their silo.
Growth has been boosted by rising turnover at the likes of Fuel50. They are not the first to use digital tools. Workday was founded five years later than SuccessFactors, which has been around since 2001. The companies that aim to manage all aspects of human resources are the ones that focus on careers. The software spits out matches, and though clients say not every one makes sense, the algorithm gets smarter over time. Hitch founder Kelley Steven-Waiss says there are many invisible people with great ideas. We need to make them visible.
As it shifts from selling hard drives to renting storage space in the cloud, Seagate Technology is trying to keep defections at bay. Human resources chief Patricia Frost, a veteran of the U.S. Army, says that finding a new internal job was a manual approach. In January, the white-collar employees of Seagate were able to use the Gloat service because departing staff often complain that they see no way forward. She says it helps keep attrition in check by matching someone with a new job every day. She says that they are empowering people to see all of what is out there.
Lower-paid front-line staff are largely invisible on these newfangled job boards. The matches are useless if the boss doesn't agree that the candidate fits the role, says Paddy Hull, a vice president of human resources. The British company understands that advanced algorithms aren't a panacea for those stuck in a rut, so it's using Gloat more for short-term projects. 70% of the connections made by the software are bringing together staffers from different areas, such as supply chain and sales. Hull says everyone wants to hold onto their people. That mindset needs to be destroyed.
Return-to- Office Chaos is the best thing to happen to consultants.
