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dc.contributor.authorDeprez, Jana
dc.contributor.authorBuyens, Dirk
dc.date.accessioned2017-12-02T14:41:49Z
dc.date.available2017-12-02T14:41:49Z
dc.date.issued2012
dc.identifier.urihttp://hdl.handle.net/20.500.12127/3931
dc.description.abstractThis is part of a case series. In the second part of this case, we revisit KPMG after a decade. Currently absenteeism is too high. Furthermore, KPMG loses their employees in the first two years, so just after they've been fully trained and start being profitable. The goal is clear: decrease employee turnover and increase the average tenure with three years. Different factors need to be taken into account in this case. First, the demography of KPMG has changed drastically over the last couple of years. Not less than 67% of the current workforce is part of the Y generation, while the job content and structure is still adjusted to the previously dominant X generation. Misunderstandings between the two generations lead to quite some conflicts. Second, young graduates find it difficult to get a realistic job preview of their career at KPMG. Especially on the job level, as there are quite some differences between different functions (in job content and employee turnover). Further initiatives should be taken to clarify this. The goals of this case is to come up with actions that reach retention goals. In order to successfully do this, students should analyse exit interview and starter questionnaires, reflect on generations management and realistic job previews.
dc.language.isoen
dc.titleKPMG Teaching Case: Part B: Love them or lose them, Retaining KPMG employees
dc.source.numberofpages9
dc.identifier.tcc412-009-1
vlerick.casepublishertcc
vlerick.knowledgedomainHuman Resource Management
vlerick.supervisor
vlerick.typecaseCase
vlerick.vlerickdepartmentP&O
dc.identifier.vperid35842
dc.identifier.vperid125608
dc.identifier.vpubid4506


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