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Hiring and Keeping the Best People 15. This book explains the essentials of what managers and business owners need to know about hiring and retaining good employees. | Market-WiseRetentio n 99 Personalize the tool. For example let job seekers register one or more personal search agents PSAs that will automatically notify them via e-mail whenever a new opening of interest is posted. Allow people who are concerned with confidentiality to use a personal noncompany e-mail address. Summing Up This chapter has taken a markpt-driven approacPtothechallenge of employee retention. Here are key points to remember . Not all employees have equal value to the organizational represent greater value to the enterprise than others. . As a manager you shouldihenBf hi h-paluc in ruals oh high-value employee segments. Scarce retention resources should be allocated to thesepeo C firn hue high turnover in less valuable audeasarCito-rrerrnt jgb categories is unlikely to matter as much. o -lur- . Compensation is relevant m terms gl retenPon b-oto compensation is often sufficient.You can use special compensa- -tion arrangements to address short-term issues. Job design as exemplified intheUPS case cen helpwith reten-tiou. By identifying the elensenntim escete sane ptrou rnh dissatisfactionwithin aparrisherpan set aornrOnnsposoHe nt split off the dissatisfying dementi npOlhhlCia strdI -Irames lei critical employee segments. s . . particnlerlytor o . end Sd8mdoti m high demand can be a powerful setensiontooCrn e hotUOor market. The work-based social tiest etcrt ehinSh ir iar s mey tn-directly strengthen an ernplogesh eoiomismensto gtnit organization. 100 HiringandKeepingtiieBestPeople In some cases you can improve retention by deliberately recruiting people who are in less demand though this may result in greater training costs. By linking footloose employees with jolt opportunities within the larger organization itmay be . reduce organization-wide turnover rates. Developing the Talent You Have Strategics for TraimMeVe APin Key Topics Covered inThis Chapter Why employee training and career development represent a dilemma for employers Formal and informal .
