Keeping the people who keep you in business : 24 ways to hang on to your most valuable talent / Leigh Branham.

Format:

Book

Author/Creator:

Branham, Leigh.

Language:

English

Subjects (All):

Employee retention.

Labor turnover.

Physical Description:

1 online resource (352 p.)

Edition:

1st ed.

Place of Publication:

New York : AMACOM, c2001.

Language Note:

English

Summary:

"A war rages in today's workplace, pitting company against company in the fight to find and keep good employees. The losses are high, and battle-weary managers are desperate for talented reinforcements. They've learned that bonuses, stock options, and other financial rewards aren't enough. To win this ""war for talent,"" they need more. Help has arrived in the form of Keeping the People Who Keep You in Business. This compelling new book gives readers a battle-plan for victory, offering 24 strategies for retaining valuable people. The strategies are grouped in four basic ""keys"" 1) Be a company people want to work for 2) Select the right person in the first place 3) Manage the joining-up process 4) Coach to maintain commitment. These practices will help readers: Make their organization an ""employer of choice"" * Clearly define the talent needed * Make new employees feel welcomed, valued, prepared, and challenged * Facilitate employees' career growth and advancement, and more. Keeping the People Who Keep You in Business is also loaded with specific examples, how-to guidelines, models, and planning aids--proven tools from an expert who knows that money alone won't keep the employees you can't afford to lose."

Contents:

Intro

Contents

Preface

Acknowledgments

INTRODUCTION Why You Are Fighting the War for Talent

Truths about Turnover

Why Good Performers Leave

Who Are the People Who Keep You in Business?

Keys to Keeping the Right People

THE FIRST KEY Be a Company That People Want to Work For

RETENTION PRACTICE 1 Adopt a '' Give- and-Get- Back'' Philosophy

RETENTION PRACTICE 2 Measure What Counts and Pay for It

RETENTION PRACTICE 3 Inspire Commitment to a Clear Vision and Definite Objectives

THE SECOND KEY Select the Right People in the First Place

RETENTION PRACTICE 4 Understand Why Some Leave and Why Others Stay

RETENTION PRACTICE 5 Redesign the Job Itself to Make It More Rewarding

RETENTION PRACTICE 6 Define the Results You Expect and the Talent You Need

RETENTION PRACTICE 7 Ask the Questions that Require Proof of Talent

RETENTION PRACTICE 8 Give a Realistic Job Preview

RETENTION PRACTICE 9 Use Multiple Interviewers and Reference Checking

RETENTION PRACTICE 10 Reward Employee Referrals of Successful New Hires

RETENTION PRACTICE 11 Hire and Promote Managers Who Have the Talent to Manage People

RETENTION PRACTICE 12 Hire from Within When Possible

RETENTION PRACTICE 13 Creatively Expand Your Talent Pool

THE THIRD KEY Get Them Off to a Great Start

RETENTION PRACTICE 14 Give New Hires the Red- Carpet Treatment

RETENTION PRACTICE 15 Communicate How Their Work Is Vital to the Organization's Success

RETENTION PRACTICE 16 Get Commitment to a Performance Agreement

RETENTION PRACTICE 17 Challenge Early and Often

RETENTION PRACTICE 18 Give Autonomy and Reward Initiative

THE FOURTH KEY Coach and Reward to Sustain Commitment

RETENTION PRACTICE 19 Proactively Manage the Performance Agreement

RETENTION PRACTICE 20 Recognize Results.

RETENTION PRACTICE 21 Train Managers in Career Coaching and Expect Them to Do It

RETENTION PRACTICE 22 Give Employees the Tools for Taking Charge of Their Careers

RETENTION PRACTICE 23 Know When to Keep and When to Let Go

RETENTION PRACTICE 24 Have More Fun!

Selective Retention: Planning to Keep the Right People

Keeping All the People Who Keep You in Business: Special Groups and Situations

APPENDIX A Try to Win Back Top Performers When They Resign

APPENDIX B Exit Survey

APPENDIX C Job Enrichment Rating

APPENDIX D Competency Inventories

APPENDIX E Candidate Profile/ Evaluation

APPENDIX F Performance Agreement

APPENDIX G Characteristics Frequently Associated with Different Temperament Types*

APPENDIX H Manager- Employee Talent Inventory

APPENDIX I Manager's Employee Development Planning Worksheet

APPENDIX J Survey of Manager as Employee Developer

APPENDIX K '' Find- a- Need-and-Fill-It'' Career Option Grid

APPENDIX L Work/ Life Preference Checklist

Notes

Index.

Notes:

Bibliographic Level Mode of Issuance: Monograph

Includes bibliographical references (p. 321-332) and index.

ISBN:

0-8144-2538-0

OCLC:

228136514