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205“206 upward evaluation system, 87
engagement-to-departure process, 12 feedback culture
decision to leave, 27“28 creation of, 79“80
deliberation, 15“16 at General Electric, 79
disengagement, see disengagement Financial Associates, ˜˜culture of giv-
executive pay, disproportionate, 184 ing,™™ 166“167
exit interviews First Biomedical, 158“159
effective use of ¬ndings, 221“222 First Tennessee National Corporation,
favorable conditions for, 219“222 165
guaranteed con¬dentiality of, 220 Fitz-enz, Jac, 17, 24
HR role in, 8“9 FleetBoston Financial, retention strat-
independent interviewers used for, egy, 203“205
219“220 Fournies, Ferdinand, 81, 82
as last chance to retain talent, 222 fun in the workplace
purpose of, 219 encouragement of, 171“174
to strengthen realistic job previews, examples of, 173“174
40“41
surveys, 20 General Electric, 88“89
traditional, 218 feedback culture, 79
expectations, see also psychological con- Gen X and Gen Y workers
tract career realities, 97
matched against work realities, 215 customized rewards programs, 130
matching mutual, 36 lifestyle ¬‚exibility needs, 143
mismatches, 34“35 pay options, 130
unmet, 31“33, 37“38 GeoAccess, realistic job previews,
expert career pattern, 104 39“40
Goleman, Daniel, 81, 87
Goodnight, Jim, 28, 160, 167
Federal Express, management position
Gore, Bill, 191
preview, 43
feedback
checklist, 216 Hackman, Richard, 65
continuous, 78“80 Hartford, The, candidate tracking sys-
critical role of, 72“73 tem, 55


TLFeBOOK
Index
234

health-care costs, impact on organiza- on-the-job experience preview,
tions, 154 42“43
Heskett, James, 154 team member interviews of, 42
hiring tracking system for, 55
from within, 107 job descriptions
criteria for, 57 competencies listing, 41“42
priorities, 41“42 critical success factor listing, 57
unfair decisions, 94 need for realism, 41“42
hiring process, see also interview process job enrichment
behavioral interviewing, 60 contributing factors, 65
multiple interviewers used in, 60 and task delegation, 66“67
reference checking, 61 job growth, vs. workforce growth, 7“8
Hock, Dee, 57 job-person mismatch
hope, employees™ need for, 19, 23“24 obstacles to preventing, 53“54
Horn Group, The, 112 signs of, 52“53
human resources job-posting process, need for fairness,
role in engaging and retaining talent, 106
212 job previews, see realistic job previews
role in exit interviews, 8“9 (RJPs)
role in retention strategy, 206“207
job task assignment, 62“64
100 Best Places to Work in America
(Fortune)
Kelleher, Herb, 28, 160
Alston & Bird, 157
Kelly, W. Michael, 25, 26
applying for selection, 158
Kennedy, John F., 196
The Container Store, 157“158
Kinko™s, 137
J.M. Smucker Company, 156“157
Kotter, John Paul, 34
Kovacevich, Dick, 185
IHS Help Desk, retention strategy, 201
information sharing, 141“142
labor pool, expansion of, 58
integrity, as key hiring criterion, 57
Lands™ End, career self-management,
interview process, see also hiring process
101
establishing trust in, 44“45
Laube, Sheldon, 190
multiple interviewers used in, 60
Lawler, Edward, 154
team member involved in, 42
Lawrence-Lightfoot, Sara, 192
leaders, see senior leaders
Jet Blue Airways, 186
leadership
˜˜Principles of Leadership™™ program,
competencies, 97
186
gaps, 97
J.M. Smucker Company, 156“157
styles, 87
job candidates
Lee, Thomas, 14
checklist for, 44
linear career pattern, 104
hiring priorities, 41“42
listening to employees, 139“141
matched against job, 215


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235
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managers, see also senior leaders nonperformers
forced ranking systems, 86
accountability for people results,
termination, 85“86
87“89
career coaching tools for, 102
career growth blocking behavior, Oldham, Greg, 65
107“108 Organizational Civility Index, 153
failure to engage talent, 48“50 organizational cultures
of caring, 159, 168“169
failure to provide coaching, 74“75
of giving, 160“161, 165“168
failure to provide feedback, 74“75
people-management, 160
failure to recognize employees,
of recognition, 134
122“123
organizations
partnering with employees, 83
civility score, 153
performance as reason for leaving, 22
health-care cost impact, 154
as performance coaches, 80“81
healthy vs. toxic, 152“154
role in attracting and retaining talent,
212
part-time workers, as job candidates, 41
types of, 88“89
pay, see also compensation
use of feedback by, 79“80
best practices, 126“128
Meers Marketing Communications,
broad-banding, 128
Inc., retention strategy, 201“202
criteria for determining, 127
Meers, Sam, 201“202
customized options, 129“130
Melrose, Ken, 191“192
as emotional issue, 124“125
mentoring
executive, 184
as competency, 108
inadequate, 120
culture, 108“109
linked to value creation, 126“127
Millennials, 130
monitoring of, 132
Motek Software, retention strategy, 200
as motivator, 125“128, 130“131
motivated abilities, 50, 51
on-the-spot payouts, 131
total rewards approach, 132“133
Neeleman, David, 186, 188 trends in, 127
Nelson, Bob, 136“137 two-way communication about, 131
new hires variable, 128“130
coaching guidelines, 77“78 peer mentoring, 109
entrance interviews, 64 people-management
feedback guidelines, 77“78 as corporate culture, 160
need for surveying, 43 as driver of pro¬ts, 154
orientation programs, 138 performance appraisal, distinct from ca-
tracking measures, 209 reer development, 109
tracking quality, 61“62 performance coaching, 80“81
tracking success, 61“62 performance management
welcoming practices, 137“138 best practices, 83
Nicholson, Nigel, 70 keys to effectiveness, 84“85


TLFeBOOK
Index
236

performance management (continued) nonpay best practices, 133“135
partnering approach, 83 outdated programs, 136“137
traditional approach, 83 referrals, as job candidates, 41
Peters, Tom, 140 resources, providing employees with,
Pfeffer, Jeffrey, 147 142“143
physical environment retention
creating suitable, 143“144 HR role, 206“207
problems with, 121 strategies, 59, 198“205
poach rate, 25 tracking of, 207
post-exit surveys, 221 Rhinotek Computer Products, 192
Price, Ann, 200 RiverPoint Group, 172
Princely Hotels, 111 roamer career pattern, 104
˜˜Principles of Leadership™™ program (Jet Rosenbluth, Hal, 143, 160
Blue), 186
promotion, unfair decisions, 94 Saratoga Institute survey responses
psychological contract, 34“37 on competitive pay, 24“25
obstacles to, 38“39 on cost of turnover, 3
sample, 35“36 on exit interviews, 8“9
Putzier, John, 25 on lack of feedback, 71
on reasons for leaving, 17“19
Qualcomm, 168 on senior management, 179“182
quality of work life, links to pro¬tabil- on unmet expectations, 32“33
ity, 154“155 on workplace stress, 147“149
Sartain, Libby, 222
SAS Institute, Inc., 167
Rabinowitz, Eric, 201
˜˜culture of giving,™™ 167
realistic job previews (RJPs), 39“41
Sasser, Earl, 154
guidelines, 40
Schlesinger, Leonard, 154
strengthened by exit interviews,
Schmidt, Kevin, 153
40“41
Schraad, Mark, 161
reasons for leaving
Schram, Jill Washington, 172
and competitive pay, 24“26
Schram, Jon, 172
and individual differences, 27
Seagate Technology, 113
initial dissatisfaction, 24
Secretan, Lance, 188
preventable vs. unpreventable, 19
Security Bene¬t Group of Companies,
statistical survey, 20“22
The, 87
unmet expectations, 31“33
senior leaders
voluntary, 17“19
actions and statements mismatch,
recognition, 136“137, see also apprecia-
189“190
tion
criteria for judging, 181
creating culture of, 134
distrust of, 182“183
employee responsibility for, 144“145
employee vs. shareholder value, 185
forms of providing, 135
greed vs. servant mentality, 184“185
lack of, 118


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inspiring trust in, 217 sustained employee engagement, track-
ing measures, 209“210
key concerns of workers about,
Svet, David, 161
183“184
lack of integrity and trust, 180
˜˜lean and mean™™ vs. ˜˜giving,™™ talent
185“186 actions to attract and retain, 207“210
˜˜Level 5,™™ 187 competition for, 196
partnership with employees, 212 and ˜˜culture of giving,™™ 165“168
expanding pool, 58“59
perceived failures of, 180“182
forecasting needs, 105“106
role in engaging and retaining talent,
misconceptions about, 50“52
211“212
need for continuous upgrading,
servant leader approach, 192
54“55
September 11 events, impact on work-

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