In strategic planning, the question in building my forecast was to flush out what I call the invisible asymptote: a ceiling that our growth curve would bump its head against if we continued down our current path.
Three-quarters of high-potential employees say they could be tempted to leave for better career development or to better use their existing skills (IBM, Should I stay or should I go?). The secret to holding on to them: Offer those same wealth of choices inside your organization.
One of the most common questions I hear from HR teams early in conversations is, “Do you allow people to recognize each other with points?”. I reply “No we don’t” then explain why Blueboard isn’t a points-based system.