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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
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Clear Sense of Direction and Purpose
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Caring Management
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Flexible Benefits and Schedule Adapted to
the Needs of the Individual
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Open Communication
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A Charged Work Environment
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Performance Management
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Recognition and Reward
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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
E-mail
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
Appendix A: Chart Your Course Workforce
Retention Survey Results
Appendix B: Individual Retention Profile
Appendix C: Awards and Recognition Resource
List
Go to the Introduction
Go to the Testimonials and
Reviews
Go to the Chapter Outline
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Here Today Here Tomorrow
Soft cover book plus bonuses:
$24.95
270
pages
ISBN
0-7931-4553-8
 |
 |
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Here Today Here Tomorrow
E-book plus bonuses:
$24.95
270
pages
ISBN
0-7931-4553-8 |
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