Branham L. - The 7 hidden reasons employees leave [c] how to recognize the subtle (2005)(en)

This page intentionally left blank

TLFeBOOK

B I B L I O G R A P H Y

Employer of Choice Strategies and Practices

Ahlrichs, Nancy S. Competing for Talent: Key Recruitment and Retention Strategies for Becoming and Employer of Choice. Palo Alto: Davies-Black Publishing, 2000.

Branham, Leigh. Keeping the People Who Keep You in Business: 24 Ways to Hang On to Your Most Valuable Talent. New York: AMACOM, 2001.

Davidson, Barbara, and Jac Fitz-enz. Retention Management, a study released by The Saratoga Institute, Santa Clara, California. New York: American Management Association, 1997.

Harris, Jim, and Joan Brannick. Finding and Keeping Great Employees. New York: AMACOM, 1999.

Kaye, Beverly, and Sharon Jordan-Evans. Love ’Em or Lose ’Em: Getting Good People to Stay. San Francisco: Berrett-Koehler Publishers, 1999.

Putzier, John. Get Weird! 101 Innovative Ways to Make Your Company a Great Place to Work. New York: AMACOM, 2001.

Talent Management and Business Strategy

Friedman, Brian, James Hatch, and David M. Walker. Delivering on the Promise: How to Attract, Manage, and Retain Human Capital. New York, The Free Press, 1998.

Gubman, Edward L. The Talent Solution: Aligning Strategy and People to Achieve Extraordinary Results. New York: McGraw-Hill, 1998.

Levin, Robert, and Joseph Rosse. Talent Flow: A Strategic Approach to Keeping Good Employees, Helping Them Grow, and Letting Them Go. San Francisco: Jossey-Bass, 2001.

Michaels, Ed, Helen Handfield-Jones, and Beth Axelrod. The War for Talent. Boston: Harvard Business School Press, 2001.

225

TLFeBOOK

226	Bibliography

Nalbantian, Haig R., Richard A. Guzzo, Dave Kieffer, and Jay Doherty.

Play to Your Strengths: Managing Internal Labor Markets for Lasting Competitive Advantage. New York: McGraw-Hill, 2004.

Sartain, Libby, with Martha Finney. HR from the Heart: Inspiring Stories and Strategies for Building the People Side of Great Business. New York: AMACOM, 2003.

People Management Best Practices

Ahlrichs, Nancy S. Manager of Choice: 5 Competencies for Cultivating Top Talent. Palo Alto: Davies-Black Publishing, 2003.

Buckingham, Marcus, and Curt Coffman, First, Break All the Rules: What the World’s Great Managers Do Differently. New York: Simon & Schuster, 1999.

Buckingham, Marcus, and Donald O. Clifton. Now, Discover Your Strengths. New York: The Free Press, 2001.

Harvard Business Review on Finding and Keeping the Best People. Boston: Harvard Business School Press, 2001.

Harvard Business Review on Managing People. Boston: Harvard Business School Press, 1999.

Lancaster, Lynne C., and David Stillman. When Generations Collide. New York: HarperBusiness, 2001.

Noer, David. Healing the Wounds: Overcoming the Trauma of Layoffs and Revitalizing Downsized Organizations. San Francisco: Jossey-Bass, 1993.

Tulgan, Bruce. Winning the Talent Wars. New York: W.W. Norton, 2001. Zemke, Ron, Claire Raines, and Bob Filipzak. Generations at Work: Managing the Clash of Veterans, Boomers, Xers, and Nexters in Your Workplace.

New York: AMACOM, 2000.

Employee Turnover

Ahr, Paul R., and Thomas B. Ahr. Overturn Turnover: Why Some Employees Leave, Why Some Employees Stay, and Ways to Keep the Ones You Want to Stay. St. Louis: Causeway Publishing, 2000.

Mobley, William H. Employee Turnover: Causes, Consequences, and Control.

Reading, Mass.: Addison-Wesley, 1982.

Roseman, Edward. Managing Employee Turnover: A Positive Approach. New York: AMACOM, 1981.

TLFeBOOK

B

227

Employee Commitment and Engagement

Loehr, Jim, and Tony Schwartz. The Power of Full Engagement: Managing Energy, Not Time, is the Key to High Performance and Personal Renewal.

New York: Free Press, 2003.

O’Malley, Michael N. Creating Commitment: How to Attract Employees by Building Relationships That Last. New York: John Wiley & Sons, 2000.

Human Capital ROI

Becker, Brian E., Mark A. Huselid, and Dave Ulrich. The HR Scorecard: Linking People, Strategy, and Performance. Boston: Harvard Business School Press, 2001.

Coffman, Curt, and Gabriel Gonzalez-Molina. Follow This Path: How the World’s Greatest Organizations Drive Growth by Unleashing Human Potential. New York: Warner Business Books, 2002.

Collins, Jim. Good to Great: Why Some Companies Make the Leap and Others Don’t. New York: Harper Business, 2001.

Fitz-enz, Jac. The ROI of Human Capital. New York: AMACOM, 2000. Heskett, James L., W. Earl Sasser, Jr., and Leonard A. Schlesinger. The

Service-Profit Chain: How Leading Companies Link Profit and Growth to Loyalty, Satisfaction, and Value. New York: Free Press, 1997.

Lawler, Edward E., III. Treat People Right! How Organizations and Individuals Can Propel Each Other into a Virtual Spiral of Success. San Francisco: Jossey-Bass, 2003.

Pfeffer, Jeffrey. The Human Equation: Building Profits by Putting People First.

Boston: Harvard Business School Press, 1998.

Reichheld, Frederick F. Loyalty Rules: How Today’s Leaders Build Lasting Relationships. Boston: Harvard Business School Press, 2001.

Reichheld, Frederick F. The Loyalty Effect: The Hidden Force Behind Growth, Profits, and Lasting Value. Boston: Harvard Business School Press, 1996.

Rosenbluth, Hal F., and Diane McFerrin Peters. The Customer Comes Second: And Other Secrets of Exceptional Service. New York: Quill Morrow, 1992.

Ulrich, Dave, and Norm Smallwood. When the Bottom-Line Isn’t: How to Build Value Through People and Organization. Hoboken, N.J.: John Wiley & Sons, 2003.

TLFeBOOK

228	Bibliography

Work Design and Job Enrichment

Csikszentmihalyi, Mihaly. Flow: The Psychology of Optimal Experience. New York: Harper & Row Publishers, 1990.

Hackman, Richard, and Greg R. Oldham. Work Redesign. Reading, Mass.: Addison-Wesley, 1980.

Leadership

Abrashoff, Michael (former commander, USS Benfold). It’s Your Ship: Management Techniques from the Best Damn Ship in the Navy. New York: Warner Books, 2002.

Block, Peter. Stewardship: Choosing Service Over Self-Interest. San Francisco: Berrett-Koehler, 1996.

Bossidy, Larry, and Ram Charan. Execution: The Discipline of Getting Things Done. New York: Random House, 2002.

DePree, Max. Leadership Is an Art. New York: Dell Publishing, 1989. Downey, Diane, with Tom March and Adena Berkman. Assimilating New

Leaders: The Key to Executive Retention. New York: AMACOM, 2001. Farson, Richard. Management of the Absurd: Paradoxes in Leadership. New

York: Simon & Schuster, 1996.

Goleman, Daniel. Primal Leadership: Realizing the Power of Emotional Intelligence. Boston: Harvard Business School Press, 2002.

McCall, Morgan W., Jr. High Flyers: Developing the Next Generation of Leaders. Boston: Harvard Business School Press, 1998.

Welch, Jack, and John A. Byrne. Jack: Straight from the Gut. New York: Warner Books, 2001.

Servant Leadership

Greenleaf, Robert K. Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. Mahwah, N.J.: Paulist Press, 1977.

Melrose, Ken. Making the Grass Greener on Your Side: A CEO’s Journey to Leading by Serving. San Francisco: Berrett-Koehler, 1995.

Secretan, Lance H. Reclaiming Higher Ground: Building Organizations That Inspire Excellence. New York: McGraw-Hill, 1997.

Performance Management

Coens, Tom, and Mary Jenkins. Abolishing Performance Appraisals: Why They Backfire and What to Do Instead. San Francisco: Berrett-Koehler, 2000.

TLFeBOOK

B

229

Fournies, Ferdinand. Coaching for Improved Work Performance. New York: McGraw-Hill, 2000.

Employee Rewards and Recognition

Kouzes, James M., and Barry Z. Posner. Encouraging the Heart: A Leader’s Guide to Rewarding and Recognizing Others. San Francisco: Jossey-Bass, 2003.

Lawrence-Lightfoot, Sara. Respect: An Explanation. New York: Perseus Books, 1999.

Nelson, Bob. 1001 Ways to Reward Employees. New York: Workman Publishing, 1994.

Secretan, Lance. Inspire! What Great Leaders Do. Hoboken, N.J.: John Wiley & Sons, 2004.

Zingheim, Patricia K., and Jay R. Schuster. Pay People Right! Breakthrough Reward Strategies to Create Great Companies. San Francisco: Jossey-Bass, 2000.

Open-Book Management

Case, John. Open-Book Management. New York: HarperBusiness, 1995. Stack, Jack, with Bo Burlingham. The Great Game of Business: Unlocking the

Power and Profitability of Open-Book Management. New York: Doubleday, 1992.

Organizational Career Management

Bardwick, Judith. Danger in the Comfort Zone: From Boardroom to Mailroom— How to Break the Entitlement Habit That’s Killing American Business. New York: AMACOM, 1995.

Farren, Caela, Beverly Kaye, and Zandy Liebowitz. Designing Career Development Systems. San Francisco: Jossey-Bass, 1988.

Kaye, Beverly. Up Is Not the Only Way, 2nd Edition. Palo Alto: DaviesBlack Publishing, 2002.

Simonson, Peggy. Promoting a Developmental Culture in Your Organization.

Palo Alto: Davies-Black Publishing, 1997.

Corporate Culture

Wright, Lesley, and Marti Smye. Corporate Abuse: How ‘‘Lean and Mean’’

Robs People and Profits. New York: Macmillan, 1996.

TLFeBOOK

This page intentionally left blank

TLFeBOOK

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

I N D E X

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

231

TLFeBOOK

232

Charles Schwab & Company, 102 chief talent officer, as newly created po-

sition, 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 pro-

grams 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

Index

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’’ organiza-

tional 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

TLFeBOOK

I

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

233

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