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The red-hot competition for talented employees is no longer new. Employers everywhere know that attracting and keeping exceptional talent is crucial to success in today's economy. Competing for Talent offers a comprehensive approach to recruiting and retaining the employees everyone wants. Nancy S. Ahlrichs shows employers how to meld management, organization design, human resources and marketing in a way that turns the company into a magnet for top performers—an Employer of Choice. Ahlrichs takes us inside America's most successful businesses to show how Employers of Choice go beyond compensation and benefits to focus on building and communicating a top-employer reputation. She offers valuable strategies, action plans, tools and information that any business can use to become an Employer of Choice. And she includes a wealth of suggestions that companies can put into place immediately—including techniques for calculating the costs of turnover, tips on how to use technology to attract top candidates, ways to increase the number of accepted offers and advice on creating a "Wow!" experience for new employees.
Posted December 20, 2001
Employers are continually concerned about competing with each other to hire and hold the best employees they can find. Sometimes this competition becomes a frenzy, since the best people-qualified, experienced-are in high demand. It's essential, to compete well, to become an Employer of Choice. Ahlrichs, in her preface, observes that employers of choice 'know that their 'choice' status is a significant achievement attained through consistent application of comprehensive strategies and tactics, as well as top-bottom organizational responsibility for retention. This book is divided into three important sections: the big picture, recruiting, and retention. In Part One, How Employers of Choice are Winning the Talent Wars, the three chapters focus on Learning from Employers of Choice, Employer of Choice Foundation Strategies, and Building and Communicating a Top Employer Reputation. These writings present a good overview and insight into how Employers of Choice are operating. The orientation is to understand what these companies are doing, rather than a how-to approach. There is a lot to learn here. The second part, Creative Strategies for Recruiting Top Talent, offers the readers four chapters, starting with How Employers of Choice are Redesigning Recruitment. The next chapter, Only You Will Do, has a little more instructional tone, but still primarily takes a third person view. This chapter concludes with a helpful Orientation Checklist. Chapter 6, Surfing for Recruiting Results Online does provide a healthy amount of how-to. While this field is changing almost daily, there is a lot of value here for the reader. Plenty of website domains are included. The last chapter in this section, Finding New Hires in Unlikely Places, is filled with good ideas. Here I felt a lot more of the how-to I was looking for. The third section is entitled Comprehensive Strategies for Retaining Top Performers. Here the chapters are titled Understanding Why Employees Leave; Managing and Leading for Retention; Retrain, Develop, and Profit; and New Compensation and Benefits Strategies. There is a lot of value in these chapters-lots of ideas and perspectives. An exit interview guide will be helpful to those companies that have not taken advantage of this tool. The author seems to really hit her stride in providing ideas for readers in this section. The same holds for her conclusion, Becoming an Employer of Choice. The book is well-written, filled with valuable information for the reader. The solid chapters are supplemented with a good resource guide and an index. I'd recommend this book for company owners, senior executives, and human resource professionals. As an ethical reviewer, I must share with you that I am co-author of 'How to Become an Employer of Choice,' a competing title in the same field. With that perspective, I would be quite comfortable recommending my clients read 'Competing for Talent' as a supplement to my book.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted November 28, 2000
This book offers ¿heads up¿ competitive intelligence that will work for any company or organization that wants to attract and retain a high quality workforce. I have seen bits and pieces of this information as we have worked with our own corporate culture. Having ¿Competing for Talent¿ in my hands five years ago would have saved us a great deal of research.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted November 10, 2000
Competing for talent should be required reading for anyone interested in learning new approaches for hiring qualified employees in today's very competitive work environment. I work for a state university system that has restrictive limits on what we can pay. Competing for Talent provided me with useful real world solutions to attracting and retaining qualified employees. This book had a positive and immediate impact on our hiring successWas this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.