How do organizations keep the workers they want? Until now, employee retention strategies have been based on instincts rather than research. With no firm body of knowledge to use as a guide, employee turnover has been a problem for all organizations. Rethinking Retention in Good Times and Bad is the first book to offer a top-to-bottom, organization-wide retention action plan.
Many organizations lose employees and profits because they don't know which processes to put into place to cut employee turnover. They speak of building retention cultures but don't know who should do what and when. This hands-on tactical guide gives those answers, providing specific strategies and tactics backed by the author's own research and on-site experience.
Rethinking Retention in Good Times and Bad is essential reading for all types of organizations-large or small, public or private, with high concentrations of low-skilled or high-skilled workers and across multiple industries. If you are losing workers you want to keep-in good economic times and bad-this book will tell you how to put retention solutions in place across your company.
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About the Author
Richard Finnegan is President of Finnegan Mackenzie, a firm specializing in cutting employee turnover. He is recognized by executives across people management professions as a leading thinker and advisor on employee retention.
Table of ContentsThe Lesson of the 3 Ps Rethinking Retention: Principles and Strategies Rethinking Retention Principles and Strategies for Steering Your Employee Retention Ship Putting Rethinking Retention to Work: Tactics Employees Quit Jobs because They Can Employees Stay because of Things They Get Uniquely from You Supervisors Build Unique Relations that Drive Retention Hold Supervisors Accountable for Achieving Retention Goals Develop Supervisors to Build Trust with their Teams Narrow the Front Door to Close the Back Door Script Employees' First 90 Days Challenge People-Management Policies and Practices Calculate Turnover's Cost Drive Retention from the Top What's Next? Case Studies-Hilton Call Centers, Curley & Pynne Top Sections of the BLS Web Site
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You might think that a recession is exactly the time when good employees batten down their hatches and cling to their jobs, even if they do not like them. Think again. Really talented employees can find work during any economic period. Indeed, they change jobs all the time. Such turnover cuts productivity, making operations less efficient, and burdens companies with heavy employee replacement costs. Although the tariff can be staggering, most organizations do not have a formal - or even an informal - retention abatement process. Instead, they relegate retention to a sideline human resources department activity. To correct this operational oversight, retention consultant Richard P. Finnegan provides the "Rethinking Retention Model," a robust best-practices program you can use to cut down on expensive employee churn. In his heavily researched and sourced book, Finnegan thoroughly details the exact steps organizations should implement to increase retention. He offers numerous case studies that illustrate how companies hold on to their best employees. getAbstract highly recommends this comprehensive, logical, thoughtful guide as an ideal resource for CEOs, managers and HR executives who need to close the revolving door. To learn more about this book, check out the following link: http://www.getabstract.com/summary/12759/rethinking-retention.html