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
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
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 Appendix A: Chart Your Course Workforce Retention Survey Results Appendix B: Individual Retention Profile Appendix C: Awards and Recognition Resource List
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