Table of Contents
Introduction
Chapter 1: Here Today….Gone Tomorrow!
- Why So Much Turnover?
- Fewer Workers, Better Times
- Higher Expectations
- Longer Hours, More Demanding Work
- Family Demands
- Changing Work Ethic
- A New Class of College Graduates
- The Biggest Challenge: Meeting the Needs of an Increasingly Diverse Workforce
- Money: Still a Factor?
- The Aging Workforce
- Reasons to Stay, Reasons to Go
- Needed: A New Workplace Paradigm
- The Changes are Permanent
- How to become an employer of choice organization
Chapter 2: Retentionship: A New Strategy Based on Action
- How Much Does an Ounce of Prevention Cost?
- A Great Return on Investment
- Why Doesn’t Everybody Practice Retentionship? Or, Take Your Pick: Keep Them or Lose Them
- Retention Means Productivity
- Leadership Makes the Difference
- The Eight Elements of the High-Retention Organization
- Clear Sense of Direction and Purpose
- Caring Management
- Flexible Benefits and Schedule Adapted to the Needs of the Individual
- Open Communication
- A Charged Work Environment
- Performance Management
- Recognition and Reward
- Training and Development
- SAS Institute: A Calm Ship in a Sea of Turbulence
Chapter 3: Provide a Clear Sense of Direction and Purpose
- The Three Directions of Leadership
- The Performance Satisfaction Quotient
- You’re in the Army Now
- Three Steps to Creating Meaning and Purpose at Work
- Step 1: Discover
- Steps 2 and 3: Align and Deploy
- Flying Above Mediocrity: Organizational Alignment at Singapore International Airlines
- TRC Staffing: Finding a Challenging Place to Work
- Generate Purpose and Direction with a Mission Statement
- Prescription for Action
Chapter 4: Become a Better Leader by Showing Me You Care
- Leadership Myths that block High Retention
- Leaders Who Care: Qiagen NV
- Building a Structure of Caring: La Rosa Pizza Company
- Measure What is Important
- People Development Charts
- Don’t Take a Tumble: Maintain Trust
- God, Car Batteries, and Concern for the Family: Interstate Batteries
- Best Practices for Caring Management
- Prescription for Action
Chapter 5: Flexible Benefits Build a More Loyal and Productive Workforce
- Good Benefits Equal High Retention
- Good Benefits Equal High Productivity
- Soft Benefits vs. Hard Benefits
- Benefits that Attract and Keep IT Workers
- Family-Friendly Benefits that Attract and Keep Working Women
- Flexible Work Arrangements Promote Productivity
- Better Parenting Skills Create a Better Workplace
- USAA and the Los Angeles Department of Water and Power
- Breast Pumps and “Lactating Rooms” for Working Mothers
- Office Design and Employee Retention
- Meanwhile, Back at the Cubefarm…
- Best Practices for Benefits that Keep Employees Happy, Content, and Productive
- Prescription for Action
Chapter 6: Keep the Doorways and Pathways of Communication Open
- The Importance of Accessibility in Organizations
- Symptoms of the Low-Access Organization
- PeopleSoft: A High-Access Organization
- Creating the High-Access Organization
- What People Need to Know
- Tools and Techniques that Create High Access
- Personal Communication
- Storytelling
- Newsletters
- Town Hall Meetings
- Focus Group and Sensing Sessions
- Employee Hotlines
- Props
- Signed, Anonymous
- Don’t Confuse Technology with Communication
- Answering Machines and Voice Mail
- Speaker Phones
- Cellular/Portable Phones
- Avoid Anger in Your Communication
- Best Practices for Creating High Access
- Prescription for Action
Chapter 7: Create a Charged Work Environment that Energizes and Engages the Workforce
- Engage and Energize Your Workforce
- Creating the Right Spirit
- Set a Motivating Goal or Target that Shapes the Environment and Gives People a Purpose and Direction
- Olympic Performance Events and Big Hairy Goals
- Provide and Process to Capture People’s Ideas
- Good Idea Boards
- Idea Campaigns
- Mini-Kaizens
- Idea Expositions
- Ideas Count
- Results Motivate People
- Involve Elements of FEST: Fun, Enthusiasm, Surprise, and Timing
- Teams Build upon the Efforts of Others
- Best Practices for Creating a Charged Workplace
- Prescription for Action
Chapter 8: Performance Management Transforms Workers to Winners
- How Joe Learned His Job
- The ABC Model: Antecedent, Behavior, Consequences
- Focus on the Right Thing: Antecedents
- Translating the ABC Approach into Performance Management: Bates Ace Hardware
- Creating the Behavior of Good Customer Service
- Managing Performance through Employee Ownership: McKay Nursery
- Financial Incentives for Performance
- Performance Bonus Plans
- Using Bonuses to Retain IT Personnel: Atlas Editions
- How Nucor Steel Rewards Performance and Productivity
- Best Practices for Performance Management
- Prescription for Action
Chapter 9: Reward and Recognition Programs Lead to Higher Retention
- Why Reward and Recognition Works
- Elements of an Effective Program
- Warning: Reward and Recognition Cannot Replace Leadership
- Basic Flavors of Reward and Recognition
- Informal Programs
- Peer Recognition: Employees Reward Each Other
- Online Reward and Recognition Programs
- Formal Programs
- Traditional Employee of the Month Programs: Not Recommended
- Achievement Awards
- Merchandise Awards
- How to Develop a Formal Reward and Recognition Program
- Step 1: Focus on the Desired Behaviors or Goal of the Program
- Step 2: Select an Implementation Team
- Step 3: Outline a Strategy
- Step 4: Pick the Type of Recognition or Award
- Step 5: Develop a Communication Strategy
- Step 6: Kick off the Program with Gusto
- Step 7: Create a Meaningful Presentation Strategy
- Step 8: Improve and Change the Program
- Cautions Concerning Consequence-Based Programs
- Best Practices for Reward and Recognition
- Prescription for Action
Chapter 10: Help People Move Up or They Will Move Out
- Good for the Individual, Good for the Organization
- The Bottom Line: Profitability and Productivity
- Why Doesn’t Every Company Train?
- Create a Career Ladder
- Training Programs the Work: Bay Network and Dell Computers
- Using Education to Attract and Keep a Part-Time Workforce: United Parcel Service
- Psychological Payment: Job Titles Reflect Company Attitudes
- Best Practices for Helping Employees Move Up
- Prescription for Action
Chapter 11: Implementing the High-Retention Workplace
- Step 1: Hold People Accountable
- Step 2: Assess the Organization
- Step 3: Measure What is Important
- Step 4: Build a Sense of Employee Ownership
- Step 5: Create a Good First Impression
- Before the First Day of Work
- The First Two Days at Work
- The First Week at Work
- Step 6: Devise Intervention Strategies
- Counter Offers Have Limited Impact
- Can I Come Back to Work Here?
- Make Post-Mortem Analysis Part of the System
- Re-Hire Your Employees
- Golden Key National Honor Society: Creating Change through an Implementation Team
- Hiring for Retention
- Pre-employment Screening and Assessments
- Best Practices for Welcoming New Hires and Preventing Departures
- Prescription for Action
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