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... opportunities within the organizations that arerecruiting them.Hill points to three characteristics of effective mentors:•they set high standards;110 Hiring and Keeping the Best People HBE001_ch5_.qxd ... positive bondbetween the employee and the firm .The strength of that bond is nodoubt determined by the effectiveness of the mentor and the inten-sity of the mentoring relationship .And that suggests ... C-levelperson to the next highest level. What would be the cost of doingthis relative to the benefits? Is the cost less than the benefits? If the cost exceeds the benefits, then the recourse is to either...
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... Team-Fly® 78 Hiring and Keeping the Best People You can have terrific pay and benefits, employee-friendly poli-cies, and all the other things that induce loyalty and retention,but a ... Michaels, Helen Handfield-Jones, and Beth Axel-rod make a case from these and other findings that companies canattract and retain talented people if they pay attention to what theyterm the “employee ... people who are suited to their jobs and making sure that they understand what they are getting into(both in terms of the culture of the company and the specificsof their job descriptions).A...
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... unknowinglydriving them away? Keeping the Best 83HBE001_ch3_.qxd 10/02/2002 11:34 AM Page 8384 Hiring and Keeping the Best People Are some of your people considering leaving? B. Lynn Ware,founder of the ... resources people who toil in the field of hiring and retention are no strangers to the labor market which, like every mar-ket, is subject to the laws of supply and demand. They also under-stand the ... balance.• People stay with their employers when they see the organiza-tion as a source of pride and affiliation, when they respect theirsupervisors, when they are fairly compensated, and when theyperceive...
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... opportunities is another market-wise toolfor retention.92 Hiring and Keeping the Best People HBE001_ch4_.qxd 10/02/2002 11:34 AM Page 92New Compensation PlansMost people in the know give compensation ... unwantedtasks is another solution, and something that every company prac-94 Hiring and Keeping the Best People Compensation really matters. But as a retention issue, it’s one of the easiest to address—much ... another. The big securities dealers on WallStreet, for example, don’t ask their traders and clerical personnel toclean out the restrooms and vacuum the carpets before they gohome at night. They...
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... screening, they hire people with the right stuff for the busi-ness, put them through three or four months of intensive sales and investment training and licensing preparation, and then mainlinethem ... “registeredreps”to learn the ropes and build client accounts and then they tryto recruit them. It is a way to acquire good people on the cheap. The practice of poaching workers trained by others—or “free ... gener-ally conducted through on -the- job training, or OJT.This is the leastcostly form of training, as it doesn’t take the employee out of pro-104 Hiring and Keeping the Best People HBE001_ch5_.qxd 10/02/2002...
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... long-term, strate-gic staffing plan that ensures enough people and enough of the right people to do the job. Here’s how:120 Hiring and Keeping the Best People HBE001_ch6_.qxd 10/02/2002 11:36 AM Page ... right,” they say in justification. And then,when these workhorses have succeeded with one project, supervi-sors immediately load them up with another! Meanwhile, the lax, the lazy, and the malingerers ... separationbetween their lives at work and their lives at home. Considerthese ideas:•Institute regular family picnics and invite people to bringtheir pets, too! (Many people consider their companionanimals...
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... hours; this helps them to avoidadding new people to the payroll.124 Hiring and Keeping the Best People HBE001_ch6_.qxd 10/02/2002 11:36 AM Page 124 The second big contributor to the issue of work-life ... at night and during theirvacations. The result of working hours escalation: people feel squeezed.They find themselves in a winless situation in which they musteither shortchange their careers ... performance.In the United States, two long-term developments brought the work-life issue to a head in the late 1990s .The first was the uniquelyAmerican practice of expanding the work year, even as people became...
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... wouldother aspects of hiring and retention.134 Hiring and Keeping the Best People HBE001_ch6_.qxd 10/02/2002 11:36 AM Page 134 Keeping Talented Employees, Even After They LeaveWhen All Else ... edgeover others in hiring good people. Telework and flexible workscheduling are the two of the most effective tools for providingwork-life balance. Give them as much attention as you wouldother ... travel put these two goals in conflict.It’s nearly impossible to manage the household if both parentsare “career primary.” And it’s still usually the woman who handles the home front and the job.This...
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... replace that manager and then invite the best of the defectors to return.•Keep the lines of communication open between your firm and the best of its departed employees. Use some of the alumnirelations ... Apple, but you’ll know a great deal about the 140 Hiring and Keeping the Best People HBE001_ch7_.qxd 10/02/2002 11:44 AM Page 140person you’re getting, and the hiring outcome is more likely to bemore ... First, theyknow your business and how to get things done there. This givesthem a huge advantage over people hired from the outside, whogenerally need many months to learn the ropes and become...
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... work in the United States?”•Disability or handicap.Make no inquiry whether the applicanthas a physical or mental disability or handicap or about the nature or severity of either .The same ... ethnicity, and/ or ancestry.Do not ask anyquestions about these; nor may you inquire about the nationalorigins of the applicant’s parents, spouse, or other close relatives. And don’t make the innocent ... old?” You will need the actual age and date ofbirth to comply with benefits and other company plans;how-ever, these can only be obtained after the individual is hired.Other age-related illegal...
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