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

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Branham, Leigh
Formato: Electrónico eBook
Idioma:Inglés
Publicado: New York : AMACOM, 2001.
Temas:
Employee retention.
Labor turnover.
Personnel > Rétention.
Personnel > Rotation.
BUSINESS & ECONOMICS > Workplace Culture.
BUSINESS & ECONOMICS > Human Resources & Personnel Management.
Personeelsmanagement.
Werknemers.
Begaafdheid.
Loyaliteit.
Acceso en línea:Texto completo
Tabla de Contenidos:
  • 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 â€?â€? Give- and-Get- Backâ€?â€? 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 PlaceRETENTION 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 PeopleRETENTION 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 Organizationâ€?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 InitiativeTHE 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 SituationsAPPENDIX 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 Managerâ€?s Employee Development Planning Worksheet
  • APPENDIX J Survey of Manager as Employee Developer

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