Employer-of-Choice Engagement Practices Review and Checklist

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Review the engagement practices presented in this chapter and check the

ones you believe your organization needs to implement or improve.

To Provide Career Advancement and Growth Opportunities:

24. _ Provide self-assessment tools and career self-management training

for all employees.

25. _ Offer career coaching tools and training for all managers.

26. _ Provide readily accessible information on career paths and competency

requirements.

27. _ Create alternatives to traditional career ladders.

28. _ Keep employees informed about the company’s strategy, direction,

and talent need forecasts.

29. _ Build and maintain a fair and efficient internal job-posting process.

30. _ Show a clear preference for hiring from within.

31. _ Create a strong mentoring culture.

32. _ Eliminate HR policies and management practices that block internal

movement.

33. _ Keep career development and performance appraisal processes separate.

34. _ Build an effective talent review and succession management

process.

35. _ Maintain a strong commitment to employee training.

Notes

1. Human Resources Department, ‘‘Talent Management Emerges as HR

Department’s New Leadership Challenge,’’ Management Report, November

2002.

2. Robert N. Llewellyn, ‘‘The Power in Being a People Developer: Who

Is the Best People Developer in Your Organization? Why Isn’t It

You?’’ quoting study by Lominger Limited, Inc., HR Magazine, July

2002.

3. Maureen Minehan, ‘‘People Strategies, Rewards Are Keys to High

Performance,’’ hr-esource.com, Recruitment and Retention report, February

5, 2001.

4. Adapted from David Noer, Healing the Wounds: Overcoming the Trauma

of Layoffs and Revitalizing Downsized Organizations (San Francisco: Jossey-

Bass, 1993).

5. Paula Santonocito, ‘‘Lands’ End to Use PeopleComeFirst Solution for

Learning Management,’’ HR Professional, May 20, 2002.

6. Leslie Goff, ‘‘Dream It, and They’ll Be It,’’ in ‘‘The Top 10 Retention

Tactics,’’ Computerworld, November 22, 1999.

7. Robert N. Llewellyn, ‘‘The Four Career Concepts: Managers Can

Learn How to Better Develop Their People by Learning How They’re

Motivated,’’ HR Magazine, September 2002.

8. Bruce Tulgan, Winning the Talent Wars (New York: W.W. Norton,

2001).

9. Diane Stafford, ‘‘Best Leaders Retain Key Employees,’’ The Kansas

City Star, August 10, 2000.

10. ‘‘Follow AT&T’s Lead with This Tactic to Retain ‘Plateaued’ Employees,’’

Employee Recruitment & Retention, Lawrence Ragan Communications,

2000.

11. Jodi Davis, ‘‘Leadership: The Role of Mentoring,’’ presentation, Kansas

City, Missouri, October 14, 1999.

12. ‘‘Developing Leaders for 2010 Report,’’ The Conference Board, 2003.

13. Ibid.

14. Manchester Consulting survey, 2002.

15. Susan J. Wells, ‘‘Who’s Next? Creating a Formal Program for Developing

New Leaders Can Pay Huge Dividends, But Many Firms Aren’t

Reaping Those Rewards,’’ HR Magazine, November, 2003.

16. Ibid., citing study of Fortune 1000 companies by Korn/Ferry International.

17. Thomas J. DeLong and Vineeta Vijayraghavan, ‘‘Let’s Hear It for B

Players,’’ Harvard Business Review, June 2003.

18. Carroll Lachnit, ‘‘Training Proves ItsWorth,’’ Training Magazine, September

2001.

19. American Society for Training & Development, ‘‘Trends Watch,’’

1999.

20. Ibid.

21. Susan J. Wells, ‘‘Stepping Carefully: Attention to Staffing Levels,

Compensation, and Training Will Help Ride Out a Slowdown,’’ HR

Magazine, April 19, 2001.

22. Santonocito, ‘‘Lands’ End to Use PeopleComeFirst Solution.’’

23. ‘‘Create a ‘Personal Development Fund,’ ’’ Employee Recruitment and

Retention, Lawrence Ragan Communications, 2000.

24. Keith H. Hammonds, ‘‘Handle with Care: How UPS Handles Packages

Starts with How It Handles Its People,’’ Fast Company, August

2002.