Table of
Contents
Introduction
Chapter 1: Here Today….Gone
Tomorrow!
Why So Much Turnover?
This book shows you how to become an employer of choice organization.
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
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
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
Employee Retention
