The paper aims to focus on why such a large percentage of newly hired executives fail to stay with the organization.
The paper blames failure to make clear the results required of the executive, failure to investigate if the candidate has the hidden job skills required to succeed, and the tendency of organizations to withdraw to allow the new executive as much freedom of action as possible.
The paper shows how organizations can avoid these common mistakes.
Demonstrates that a few simple precautions can improve the success rate dramatically.
Harvard Davis, S. (2005), "New hires: when was a 60 percent success rate ever acceptable?", Human Resource Management International Digest, Vol. 13 No. 7, pp. 3-4. https://doi.org/10.1108/09670730510627377Download as .RIS
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