LEADER 05582nam 2200721Ia 450 001 9910973134003321 005 20251117082135.0 010 $a1-136-38499-5 010 $a1-282-38064-8 010 $a9786612380648 010 $a0-08-051087-6 035 $a(CKB)2550000000002551 035 $a(EBL)472859 035 $a(OCoLC)609850757 035 $a(SSID)ssj0000362830 035 $a(PQKBManifestationID)11267701 035 $a(PQKBTitleCode)TC0000362830 035 $a(PQKBWorkID)10399221 035 $a(PQKB)11607367 035 $a(Au-PeEL)EBL472859 035 $a(CaPaEBR)ebr10349861 035 $a(CaONFJC)MIL238064 035 $a(MiAaPQ)EBC472859 035 $a(OCoLC)52047329 035 $a(FINmELB)ELB153848 035 $a(EXLCZ)992550000000002551 100 $a20030401d2003 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aManaging employee retention $ea strategic accountability approach /$fJack J. Phillips, Adele O. Connell 205 $a1st ed. 210 $aAmsterdam ;$aBoston, MA $cButterworth-Heinemann ;$aAlexandria, Va. $cSociety for Human Resource Management$dc2003 215 $a1 online resource (375 p.) 225 1 $aImproving human performance series 300 $aDescription based upon print version of record. 311 08$a0-7506-7484-9 320 $aIncludes bibliographical references and index. 327 $aFront Cover; Managing Employee Retention; Copyright Page; Contents; Preface; Acknowledgments; 1. Why Retention Is a Serious Problem. . . Still; Definitions; Retention as a Critical Issue; Negative Impact of Turnover to the Organization; Negative Impact of Turnover on Individuals; External Drivers of the Retention Crisis; Internal Driuers; Turnover Myths; Turnover Rates; Payoffs of Retention Solutions; Final Thoughts; References; Further Reading; 2. A Strategic Accountability Approach to Managing Retention; Problems with Existing Approaches; Needed: A Strategic Accountability Approach 327 $aMeasure and Monitor Turnover DataDevelop Fully Loaded Costs of Turnover; Diagnose Causes and Needs for Retention Improvement; Explore a Range of Solutions; Match Solutions to Needs; Forecast the Value of Retention Solutions; Calculate ROI of Retention Solutions; Make Adjustments and Continue; Final Thoughts; References; Further Reading; 3. Measure and Monitor Turnover and Retention Data; Definitions; Economic Climate and National Data; Benchmarking Turnover; Monitoring Turnover and Retention Data; Additional Monitoring; Distribution of Information; Responsibility; Final Thoughts; References 327 $aFurther Reading4. Develop Fully Loaded Costs of Turnover; Importance of Costs; How to Develop Turnover Costs; Cost Monitoring Issues; Classifying Costs; Final Thoughts; References; Further Reading; 5. Diagnose Causes of Turnover; The Dilemma of Analysis; Building Insight: Connection Between Employee Needs, Causes, Situations, and Solutions; Starting Point: Analysis of Turnover Data; Questionnaires and Surveys; Interviews and Focus Groups; Nominal Group Technique; Exit Interview (or Survey); Basic Idea Generation Tools; Final Thoughts; References; Further Reading 327 $a6. Solution Set: Recruiting New EmployeesImage; Market Performance; Recruitment; Interviewing and Selection; Job Fit; Orientation; Final Thoughts; References; Further Reading; 7. Solution Set: Establishing an Appropriate Work Environment; Job Satisfaction; Workplace Design; Safety; Job Security; Culture; Life Balance; Diversity; Final Thoughts; References; Further Reading; 8. Solution Set: Creating Equitable Pay and Performance Processes; Pay; Benefits; Rewards and Recognition; Performance Management; Final Thoughts; References; Further Reading 327 $a9. Solution Set: Building Motivation and CommitmentQuality of Leadership; Empowerment; Teamwork; Ethics and Trust; Commitment; Professional Growth; Final Thoughts; References; Further Reading; 10. Match Solutions to Needs; Introduction; Combining Data from Different Sources; Determining the Significance of the Cause; Reaching a Consensus; Presenting Data for Decision Making; Matching Solutions to Needs; Avoiding Problems; Final Thoughts; 11. Forecast the Value of Retention Solutions; Why Forecast ROI?; The Tradeoffs of Forecasting; Pre-Project ROI Forecasting; Forecasting with a Pilot Program 327 $aForecasting ROI with Reaction Data 330 $aDuring the past decade, employee turnover has become a very serious problem for organizations. Managing retention and keeping the turnover rate below target and industry norms is one of the most challenging issues facing business. All indications point toward the issue compounding in the future and, even as economic times change, turnover will continue to be an important issue for most job groups. Yet despite these facts employee turnover continues to be the most unappreciated and undervalued issue facing business leaders. There are a variety of reasons for this 410 0$aImproving human performance series. 606 $aEmployee retention 606 $aLabor turnover 615 0$aEmployee retention. 615 0$aLabor turnover. 676 $a658.3/14 21 676 $a658.313 700 $aPhillips$b Jack J.$f1945-$0253912 701 $aConnell$b Adele O$01874313 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910973134003321 996 $aManaging employee retention$94484788 997 $aUNINA