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Gorilla makes an impact at business‐transformation and people‐development firm … and helps an employee to win the Silver Screw award

Gorilla makes an impact at business‐transformation and people‐development firm … and helps an... Purpose – Forms the first of two articles examining how the unusual organizational culture contributes to business success at business‐transformation and people‐development company Impact. Design/methodology/approach – Focuses on some of the ways in which the company recruits and retains top talent. Details the 24‐hour selection events for possible new training consultants, the two‐week induction process, the culture of fairness the company emphasizes and the challenging projects it can offer to employees. Findings – Reveals that staff turnover is low, at around 7 percent a year, and job satisfaction is high at this Financial Times Best Company to Work For organization. Practical implications – Reaffirms that low employee turnover helps organizations to win and retain clients. Originality/value – Gets inside an organization where “people are our greatest asset” is more than simply a mantra. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Human Resource Management International Digest Emerald Publishing

Gorilla makes an impact at business‐transformation and people‐development firm … and helps an employee to win the Silver Screw award

Human Resource Management International Digest , Volume 16 (5): 3 – Jul 18, 2008

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Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0967-0734
DOI
10.1108/09670730810888429
Publisher site
See Article on Publisher Site

Abstract

Purpose – Forms the first of two articles examining how the unusual organizational culture contributes to business success at business‐transformation and people‐development company Impact. Design/methodology/approach – Focuses on some of the ways in which the company recruits and retains top talent. Details the 24‐hour selection events for possible new training consultants, the two‐week induction process, the culture of fairness the company emphasizes and the challenging projects it can offer to employees. Findings – Reveals that staff turnover is low, at around 7 percent a year, and job satisfaction is high at this Financial Times Best Company to Work For organization. Practical implications – Reaffirms that low employee turnover helps organizations to win and retain clients. Originality/value – Gets inside an organization where “people are our greatest asset” is more than simply a mantra.

Journal

Human Resource Management International DigestEmerald Publishing

Published: Jul 18, 2008

Keywords: Recruitment; Induction; Retention; Job satisfaction; Organizational culture

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