Branham L. - The 7 hidden reasons employees leave [c] how to recognize the subtle (2005)(en)

234

health-care costs, impact on organizations, 154

Heskett, James, 154 hiring

from within, 107 criteria for, 57 priorities, 41–42 unfair decisions, 94

hiring process, see also interview process behavioral interviewing, 60 multiple interviewers used in, 60 reference checking, 61

Hock, Dee, 57

hope, employees’ need for, 19, 23–24 Horn Group, The, 112

human resources

role in engaging and retaining talent, 212

role in exit interviews, 8–9

role in retention strategy, 206–207 100 Best Places to Work in America

(Fortune)

Alston & Bird, 157 applying for selection, 158

The Container Store, 157–158 J.M. Smucker Company, 156–157

IHS Help Desk, retention strategy, 201 information sharing, 141–142 integrity, as key hiring criterion, 57 interview process, see also hiring process

establishing trust in, 44–45 multiple interviewers used in, 60 team member involved in, 42

Jet Blue Airways, 186

‘‘Principles of Leadership’’ program, 186

J.M. Smucker Company, 156–157 job candidates

checklist for, 44

hiring priorities, 41–42 matched against job, 215

Index

on-the-job experience preview, 42–43

team member interviews of, 42 tracking system for, 55

job descriptions

competencies listing, 41–42 critical success factor listing, 57 need for realism, 41–42

job enrichment contributing factors, 65

and task delegation, 66–67

job growth, vs. workforce growth, 7–8 job-person mismatch

obstacles to preventing, 53–54 signs of, 52–53

job-posting process, need for fairness, 106

job previews, see realistic job previews (RJPs)

job task assignment, 62–64

Kelleher, Herb, 28, 160

Kelly, W. Michael, 25, 26

Kennedy, John F., 196

Kinko’s, 137

Kotter, John Paul, 34

Kovacevich, Dick, 185

labor pool, expansion of, 58

Lands’ End, career self-management, 101

Laube, Sheldon, 190

Lawler, Edward, 154 Lawrence-Lightfoot, Sara, 192 leaders, see senior leaders leadership

competencies, 97 gaps, 97

styles, 87

Lee, Thomas, 14

linear career pattern, 104 listening to employees, 139–141

I

managers, see also senior leaders accountability for people results,

87–89

career coaching tools for, 102 career growth blocking behavior,

107–108

failure to engage talent, 48–50 failure to provide coaching, 74–75 failure to provide feedback, 74–75 failure to recognize employees,

122–123

partnering with employees, 83 performance as reason for leaving, 22 as performance coaches, 80–81

role in attracting and retaining talent, 212

types of, 88–89

use of feedback by, 79–80 Meers Marketing Communications,

Inc., retention strategy, 201–202 Meers, Sam, 201–202

Melrose, Ken, 191–192 mentoring

as competency, 108 culture, 108–109

Millennials, 130

Motek Software, retention strategy, 200 motivated abilities, 50, 51

Neeleman, David, 186, 188 Nelson, Bob, 136–137 new hires

coaching guidelines, 77–78 entrance interviews, 64 feedback guidelines, 77–78 need for surveying, 43 orientation programs, 138 tracking measures, 209 tracking quality, 61–62 tracking success, 61–62 welcoming practices, 137–138

Nicholson, Nigel, 70

235

nonperformers

forced ranking systems, 86 termination, 85–86

Oldham, Greg, 65

Organizational Civility Index, 153 organizational cultures

of caring, 159, 168–169

of giving, 160–161, 165–168 people-management, 160

of recognition, 134 organizations

civility score, 153 health-care cost impact, 154 healthy vs. toxic, 152–154

part-time workers, as job candidates, 41 pay, see also compensation

best practices, 126–128 broad-banding, 128

criteria for determining, 127 customized options, 129–130 as emotional issue, 124–125 executive, 184

inadequate, 120

linked to value creation, 126–127 monitoring of, 132

as motivator, 125–128, 130–131 on-the-spot payouts, 131

total rewards approach, 132–133 trends in, 127

two-way communication about, 131 variable, 128–130

peer mentoring, 109 people-management

as corporate culture, 160 as driver of profits, 154

performance appraisal, distinct from career development, 109

performance coaching, 80–81 performance management

best practices, 83

keys to effectiveness, 84–85

236

performance management (continued) partnering approach, 83 traditional approach, 83

Peters, Tom, 140

Pfeffer, Jeffrey, 147 physical environment

creating suitable, 143–144 problems with, 121

poach rate, 25 post-exit surveys, 221 Price, Ann, 200 Princely Hotels, 111

‘‘Principles of Leadership’’ program (Jet Blue), 186

promotion, unfair decisions, 94 psychological contract, 34–37

obstacles to, 38–39 sample, 35–36

Putzier, John, 25

Qualcomm, 168

quality of work life, links to profitability, 154–155

Rabinowitz, Eric, 201

realistic job previews (RJPs), 39–41 guidelines, 40

strengthened by exit interviews, 40–41

reasons for leaving

and competitive pay, 24–26 and individual differences, 27 initial dissatisfaction, 24

preventable vs. unpreventable, 19 statistical survey, 20–22

unmet expectations, 31–33 voluntary, 17–19

recognition, 136–137, see also appreciation

creating culture of, 134

employee responsibility for, 144–145 forms of providing, 135

lack of, 118

Index

nonpay best practices, 133–135 outdated programs, 136–137

referrals, as job candidates, 41 resources, providing employees with,

142–143 retention

HR role, 206–207 strategies, 59, 198–205 tracking of, 207

Rhinotek Computer Products, 192 RiverPoint Group, 172

roamer career pattern, 104 Rosenbluth, Hal, 143, 160

Saratoga Institute survey responses on competitive pay, 24–25

on cost of turnover, 3 on exit interviews, 8–9 on lack of feedback, 71

on reasons for leaving, 17–19 on senior management, 179–182 on unmet expectations, 32–33 on workplace stress, 147–149

Sartain, Libby, 222 SAS Institute, Inc., 167

‘‘culture of giving,’’ 167 Sasser, Earl, 154 Schlesinger, Leonard, 154 Schmidt, Kevin, 153 Schraad, Mark, 161

Schram, Jill Washington, 172 Schram, Jon, 172

Seagate Technology, 113 Secretan, Lance, 188

Security Benefit Group of Companies, The, 87

senior leaders

actions and statements mismatch, 189–190

criteria for judging, 181 distrust of, 182–183

employee vs. shareholder value, 185 greed vs. servant mentality, 184–185

I

inspiring trust in, 217

key concerns of workers about, 183–184

lack of integrity and trust, 180 ‘‘lean and mean’’ vs. ‘‘giving,’’

185–186 ‘‘Level 5,’’ 187

partnership with employees, 212 perceived failures of, 180–182

role in engaging and retaining talent, 211–212

servant leader approach, 192 September 11 events, impact on work-

ers, 97

Shroeger, Jennifer, 199 skill variety, 65

social connectedness, 169–171

and turnover reduction, 171–172 Social Security Administration, New

Hire Orientation and Networking program, 138

spiral career pattern, 104 Springfield Remanufacturing Com-

pany, ‘‘open book management,’’ 141

Stack, Jack, 141

Starbucks, 168

Steak and Shake, retention strategy, 202–203

stress

causes of, 151

survey statistics, 150–151 warning signs of, 151–152

stress relief checklist, 217

employees’ role in, 175–176 fun activities for, 171–174

Studer, Quint, 160 Stumpf, Charles, 166–167

succession management strategies, 110–111

Sullivan, John, 59, 138

237

sustained employee engagement, tracking measures, 209–210

Svet, David, 161

talent

actions to attract and retain, 207–210 competition for, 196

and ‘‘culture of giving,’’ 165–168 expanding pool, 58–59 forecasting needs, 105–106 misconceptions about, 50–52 need for continuous upgrading,

54–55

need for focus on, 49–50 strategies for retaining, 59 success-factor analysis, 55–56 total rewards approach, 132–133 vs. skills and knowledge, 50–51

talent review strategies, 110 task completion, 65

task significance, 65

Tavern on the Green, New York, 140 Taylor, Bob, 102

TD Industries, 168

Tobias, Randall, 147 Toro Company, 191–192 Torre, Joe, 81

total rewards, 132–133 training

cash accounts for, 113

impact on profitability, 111–112 lack of, 95, 96

‘‘soft-skills,’’ 113 trends in, 113–114

Truman Medical Center, Kansas City, 113

trust

competence as key to, 187 employees’ role in building, 193 established during interview process,

44–45

key role in company performance, 179

238

trust (continued)

need for, 19, 23–24

placed in the workforce, 191–192 turnover

as ‘‘acceptable cost of doing business,’’ 6

cost of, 3–4

as ‘‘disappointing loss,’’ 6 identifying root causes of, 5 management attitudes toward, 5–6 managers’ beliefs vs. reality, 3 reasons for leaving, see reasons for

leaving

reduced though social bonding, 171–172

turning points for, 13–14 ‘‘unfolding model’’ (Lee), 14–15 voluntary, 14

United Parcel Service, 113

retention strategy, 198–200

USA 800 Inc., 201

USS Benfold, 139

variable pay

attraction of, 129–130 types of, 129

Vaughn, Laura, 140–141

Index

Walgreen, Cork, 187–188 Walton, Sam, 186

war for talent, 6–7 in Silicon Valley, 6

Waterman, Robert, 185 Welch, Jack, 78–79, 86, 88 Wells-Fargo Bank, 185

on-the-job experience preview, 43 Whole Foods Markets, team approach

to hiring, 61 W.L. Gore, 168

W. L. Gore and Associates, 191 worker shortage, and Baby Boomer re-

tirement, 7

workforce (U.S.), see also employees disengagement of, 4

generational differences, 97 growth vs. job growth, 7–8

workplace

encouraging fun in, 172–174 stress in, see stress

workspace, see physical environment worth, employees’ need for, 19–20,

23–24 Wynn, Steve, 143

Yum Brands, 136