Rethinking Retention in Good Times and Bad | by Richard P. Finnegan | 2010 | ISBN: 9780891062387. How To Retain High Performers During Layoffs. Developing an Employee Value Proposition (EVP). How To Strengthen Employment Brand. Ways to Hiring and Retaining Older Workers. Top Retention Tactics, Principles and Strategies.

February 7th, 2010 | by kutenk |

Rethinking Retention in Good Times and Bad

by Richard P. Finnegan
2010 (306 pages)
ISBN:9780891062387

If you are losing workers you want to keep, this nuts-and-bolts guide offers specific strategies and tactics to put retention solutions in place across your company.

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Rethinking Retention in Good Times and Bad —Breakthrough Ideas for Keeping Your Best Workers







Introduction – The Lesson of the Three Ps
Overview
An Assignment for All Seasons
How to Get the Most Out of This Book




Part I – The Rethinking Retention Model—Principles and Strategies
Chapter 1 – The Rethinking Retention Model
Overview
The Price of High Turnover
Introducing the Rethinking Retention Model
The Principles of the Rethinking Retention Model
The Strategies of the Rethinking Retention Model

Chapter 2 – Principles and Strategies for Steering Your Employee Retention Ship
The Principles
The Strategies
Next Up: Tactics

Part II – Putting Rethinking Retention to Work: Tactics
Chapter 3 – Employees Quit Jobs Because They Can
Overview
Top U.S. Recession-Proof Jobs
JobFox Top 25
Careerbuilder.com’s 10 Recession-Proof Jobs
A Career Expert Chimes In
Which Industries Have the Lowest Unemployment?
Top Reports of Worker Skills Shortages
Top Ways to Retain High Performers During Layoffs . . . “Because They Can”
Top Tips for Gathering Exit Data
True Stories
Closing Thoughts on “Because They Can”

Chapter 4 – Employees Stay for Things They Get Uniquely from You
Overview
Top Q&A for Developing an Employee Value Proposition (EVP)
Top Tips for Building Your Employment Brand
Top Ways to Conduct “Stay Interviews”
Top Strategic Employee Benefits
True Stories
Closing Thoughts on Why Employees Stay

Chapter 5 – Supervisors Build Unique Relationships that Drive Retention
Overview
Top Studies on Supervisors’ Retention Power
Top Supervisory Skills for Retention
True Stories
A Closing Call for Introspection



Chapter 6 – Hold Supervisors Accountable for Achieving Retention Goals
Overview
Top Methods for Setting Employee Retention Goals
Top Ways to Hold Supervisors Accountable
True Stories
Closing Thoughts on Holding Supervisors Accountable for Retention

Chapter 7 – Develop Supervisors to Build Trust with Their Teams
Overview
Top Behaviors that Cause Mistrust
Top Components of a Trust Training Program
Top Ways to Spot a Nontrusted Supervisor
True Stories
Closing Thoughts on Building Trust

Chapter 8 – Narrow the Front Door to Close the Back Door
Overview
Top Tips for Hiring Workers Who Stay
Top Extreme Employee Referral Ideas
Top Methods for Building Realistic Job Previews
Top Tips for Hiring and Retaining Older Workers
Top Questions to Ask Selection Vendors
True Stories
Closing Thoughts on Narrowing the Front Door to Close the Back Door





Chapter 9 – Script Employees’ First 90 Days
Overview
Top Retention Tactics for New Professionals
Set up early wins
Top Retention Tactics for New Hourly Employees
Top Inclusions for Your Onboarding Program
Top Questions Supervisors Should Ask New Hires
Top Guidelines for Successful Mentoring Programs
True Stories
Closing Thoughts on Scripting Employees’ First 90 Days




Chapter 10 – Challenge Policies to Ensure They Drive Retention
Overview
Top Compensation and Benefits Ideas to Improve Retention
Top Ideas for Increasing Schedule Flexibility
Top Ideas for Retaining Part-Time Employees
Top Ideas for Managing Telecommuters
Top Additional People-Management Practices to Build Glue
True Stories
Closing Thoughts on Policies, Practices, and Retention

Chapter 11 – Calculate Turnover’s Cost to Galvanize Retention as a Business Issue
Overview
Top Categories of Turnover’s Cost
Top Free Turnover Cost Calculators
Top Cost Ideas to Expand Your Thinking
True Stories
Closing Thoughts on Calculating Turnover’s Cost

Chapter 12 – Drive Retention from the Top
Overview
Top Executive Roles for Retention
Top Human Resources Roles for Retention
Top Finance Roles for Retention
Top Marketing Roles for Retention
True Stories
Closing Thoughts on Driving Retention from the Top

Conclusion – What Next?
Implementing the Retention Model
The Time Is Yesterday
Employee Retention Is a Really Good Thing

Appendix A – Case Studies: Hilton’s Call Centers and Curley & Pynn
Hilton’s Call Centers: Putting the Strategies and Tactics to Work in a Large Company
Curley & Pynn: A Customized Retention Plan for Small Business

Appendix B – Top Sections of the Bureau of Labor Statistics’ Website
Homepage: www.bls.gov/
Job Openings and Labor Turnover Survey (JOLTS): www.bls.gov/jlt/
Local Area Unemployment Statistics: www.bls.gov/lau/
Employment Projections: www.bls.gov/emp/
Wages by Area and Occupations: www.bls.gov/oes/current/oes_nat.htm#b00-0000
National Benefits Comparisons: www.bls.gov/news.release/pdf/ebs2.pdf
Resources for Business Leaders: www.bls.gov/audience/business.htm



Appendix C – 2007 vs 2008 Voluntary Quits and Job Openings by Private Industry1 (in 000s, low to high for quits by major industry group)
Notes
Chapter 1
Chapter 2
Chapter 3
Chapter 4
Chapter 5
Chapter 6
Chapter 7
Chapter 8
Chapter 9
Chapter 10
Chapter 11
Chapter 12
Conclusion



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