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Abrashoff, D. Michael, 139

Addison, Greg, 40

advancement opportunities, see career

opportunities

Agrawal, Vivek, 47

Allstate Insurance Company, psychological

contract, 35–36

Alston & Bird, 157

Applebees International, 88

appreciation, see also recognition

creating culture of, 134

employee responsibility for, 144–145

focus on new hires, 137–138

forms of expressing, 135

improving physical environment,

143–144

lack of, 118

‘‘open book management,’’ 141–142

responding to employee input,

139–140

Ash, Mary Kay, 118

AT&T, Resource Link program, 108

autonomy, 65

Ball, John, 135

benefit programs

cost-benefit analyses, 164–165

1999 vs. 2003, 160–164

recent additions, 164

strategic options, 198

blocking behavior

of managers, 107–108

time-in-grade policies, 108

231

Boorstin, Daniel J., 1

Bossidy, Larry, 49, 74

Cain, George, 188

Capital One Financial Corporation,

screening of job applicants, 56

career contract, old vs. new, 98

career growth

employee responsibility for, 99–100,

114–115

Lands’ End program, 101

manager responsibility for, 100

organization responsibility for, 100

signs of blockage, 99

tools for, 101–102

virtual career center, 102

career opportunities

accessible information for, 103

alternate career ladders, 103–105

best practices, 101–113

checklist, 216

employee frustration with, 99

as key to employee satisfaction, 97

limits of, 93–97

new realities, 97

‘‘SWAT Team’’ concept, 105

A vs. B players, 111

career patterns, types of, 104

CenterBeam, Inc., 190

Cerner Corporation, 107

Chamales, Gerald, 192

Chambers, John, 142

TLFeBOOK

232 Index

Charles Schwab & Company, 102

chief talent officer, as newly created position,

50

Cisco Systems, 142

human capital dashboards, 207

civility score, 153

coaching

checklist, 216

continuous, 78–80

critical role in retaining employees,

72–73, 76–77

five-step process, 82–83

as key competency, 87

lack of, 70–72

management failure to provide, 73–

74, 75

as positive leadership style, 87

tied to commitment, 73

Collins, Jim, 50, 187, 211

commitment, vs. compliance, 63

company loyalty, 158–159

compensation, see also pay

based on job evaluations, 127

benefit programs, see benefit programs

broadbanding, 128

competitive pay, 24–26

executive pay, 184

fairness of, 26

less reliance on benchmarking, 128

ranking systems, 85

total rewards approach, 132–133

competence

employees’ need for, 20, 23–24

as key to trust, 187

competencies

coaching, 87

employee access to listing of, 103

feedback, 87

as job requirements, 41–42

leadership, 97

mentoring, 108–109

used in pay determination, 127

used in talent review, 110

compliance, vs. commitment, 63

Connor, Wilton, 160

Container Store, The, 126, 157–158

Creal, Tom, 158–159

‘‘culture of giving,’’ 165–168

Davison, Barbara, 24

decision to leave, 27–28

deliberation process, 15–16

Deloitte & Touche, 165

DePree, Max, 93

D3 Inc., 161

disengagement, see also reasons for

leaving

cost of, 4

decision to leave, 27–28

‘‘last straw’’ events, 13–14

process, 11–15

triggering events, 12–13, 75

Disneyland, ‘‘Eiffel Tower’’ organizational

structure, 31

Driver, Michael, 104

Dunn, Debra, 86

Dunn, Peter, 202

Eliot, T.S., 31

emotional intelligence

of managers, 81

as selection factor, 87

employees

adapting to company needs, 52

attraction tracking measures, 208

cost of replacement, 33

feeling unappreciated, 118, 123–124

listening and responding to, 139–141

mismatched with job, 47–48

natural talents of, 50

partnering with company leaders, 83,

212–213

placing trust in, 191–192

role in matching process, 67–68

social connectedness among,

169–171

training, see training

employee selection, tracking measures,

209

employee turnover, see turnover

employer-of-choice scorecard,

207–211

employment branding strategies, 159

engagement strategies

examples, 198–205

lessons learned, 205

linked with business objectives,

205–206

engagement-to-departure process, 12

decision to leave, 27–28

deliberation, 15–16

disengagement, see disengagement

executive pay, disproportionate, 184

exit interviews

effective use of findings, 221–222

favorable conditions for, 219–222

guaranteed confidentiality of, 220

HR role in, 8–9

independent interviewers used for,

219–220

as last chance to retain talent, 222

purpose of, 219

to strengthen realistic job previews,

40–41

surveys, 20

traditional, 218

expectations, see also psychological contract

matched against work realities, 215

matching mutual, 36

mismatches, 34–35

unmet, 31–33, 37–38

expert career pattern, 104

Federal Express, management position

preview, 43

feedback

checklist, 216

continuous, 78–80

critical role of, 72–73

360-degree, 80

importance in employee retention,

73

importance in job enrichment,

65–66

as key competency, 87

lack of, 70–72, 73–74, 75

management failure to provide,

73–75

to-do list for employees, 90

upward evaluation system, 87

feedback culture

creation of, 79–80

at General Electric, 79

Financial Associates, ‘‘culture of giving,’’

166–167

First Biomedical, 158–159

First Tennessee National Corporation,

165

Fitz-enz, Jac, 17, 24

FleetBoston Financial, retention strategy,

203–205

Fournies, Ferdinand, 81, 82

fun in the workplace

encouragement of, 171–174

examples of, 173–174

General Electric, 88–89

feedback culture, 79

Gen X and Gen Y workers

career realities, 97

customized rewards programs, 130

lifestyle flexibility needs, 143

pay options, 130

GeoAccess, realistic job previews,

39–40

Goleman, Daniel, 81, 87

Goodnight, Jim, 28, 160, 167

Gore, Bill, 191

Hackman, Richard, 65

Hartford, The, candidate tracking system,

55

TLFeBOOK

234 Index

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

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

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

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

TLFeBOOK

236 Index

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

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

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 workers,

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 Company,

‘‘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

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

TLFeBOOK

238 Index

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

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 retirement,

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