Keeping the people who keep you in business :: 24 ways to hang on to your most valuable talent /
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
New York :
AMACOM,
2001.
|
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Beschreibung: | 1 online resource (xiii, 338 pages) |
| Bibliographie: | Includes bibliographical references and index. |
| ISBN: | 0814425380 9780814425381 |
Internformat
MARC
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| 100 | 1 | |a Branham, Leigh. | |
| 245 | 1 | 0 | |a Keeping the people who keep you in business : |b 24 ways to hang on to your most valuable talent / |c Leigh Branham. |
| 260 | |a New York : |b AMACOM, |c 2001. | ||
| 300 | |a 1 online resource (xiii, 338 pages) | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
| 338 | |a online resource |b cr |2 rdacarrier | ||
| 504 | |a Includes bibliographical references and index. | ||
| 588 | 0 | |a Print version record. | |
| 505 | 0 | |a Contents -- Preface -- Acknowledgments -- INTRODUCTION Why You Are Fighting the War for Talent -- Truths about Turnover -- Why Good Performers Leave -- Who Are the People Who Keep You in Business? -- Keys to Keeping the Right People -- THE FIRST KEY Be a Company That People Want to Work For -- RETENTION PRACTICE 1 Adopt a �� Give- and-Get- Back�� Philosophy -- RETENTION PRACTICE 2 Measure What Counts and Pay for It -- RETENTION PRACTICE 3 Inspire Commitment to a Clear Vision and Definite Objectives | |
| 505 | 8 | |a THE SECOND KEY Select the Right People in the First PlaceRETENTION PRACTICE 4 Understand Why Some Leave and Why Others Stay -- RETENTION PRACTICE 5 Redesign the Job Itself to Make It More Rewarding -- RETENTION PRACTICE 6 Define the Results You Expect and the Talent You Need -- RETENTION PRACTICE 7 Ask the Questions that Require Proof of Talent -- RETENTION PRACTICE 8 Give a Realistic Job Preview -- RETENTION PRACTICE 9 Use Multiple Interviewers and Reference Checking -- RETENTION PRACTICE 10 Reward Employee Referrals of Successful New Hires | |
| 505 | 8 | |a RETENTION PRACTICE 11 Hire and Promote Managers Who Have the Talent to Manage PeopleRETENTION PRACTICE 12 Hire from Within When Possible -- RETENTION PRACTICE 13 Creatively Expand Your Talent Pool -- THE THIRD KEY Get Them Off to a Great Start -- RETENTION PRACTICE 14 Give New Hires the Red- Carpet Treatment -- RETENTION PRACTICE 15 Communicate How Their Work Is Vital to the Organization�s Success -- RETENTION PRACTICE 16 Get Commitment to a Performance Agreement -- RETENTION PRACTICE 17 Challenge Early and Often | |
| 505 | 8 | |a RETENTION PRACTICE 18 Give Autonomy and Reward InitiativeTHE FOURTH KEY Coach and Reward to Sustain Commitment -- RETENTION PRACTICE 19 Proactively Manage the Performance Agreement -- RETENTION PRACTICE 20 Recognize Results -- RETENTION PRACTICE 21 Train Managers in Career Coaching and Expect Them to Do It -- RETENTION PRACTICE 22 Give Employees the Tools for Taking Charge of Their Careers -- RETENTION PRACTICE 23 Know When to Keep and When to Let Go -- RETENTION PRACTICE 24 Have More Fun! -- Selective Retention: Planning to Keep the Right People | |
| 505 | 8 | |a Keeping All the People Who Keep You in Business: Special Groups and SituationsAPPENDIX A Try to Win Back Top Performers When They Resign -- APPENDIX B Exit Survey -- APPENDIX C Job Enrichment Rating -- APPENDIX D Competency Inventories -- APPENDIX E Candidate Profile/ Evaluation -- APPENDIX F Performance Agreement -- APPENDIX G Characteristics Frequently Associated with Different Temperament Types* -- APPENDIX H Manager- Employee Talent Inventory -- APPENDIX I Manager�s Employee Development Planning Worksheet -- APPENDIX J Survey of Manager as Employee Developer | |
| 650 | 0 | |a Employee retention. |0 http://id.loc.gov/authorities/subjects/sh99001660 | |
| 650 | 0 | |a Labor turnover. |0 http://id.loc.gov/authorities/subjects/sh85073736 | |
| 650 | 6 | |a Personnel |x Rétention. | |
| 650 | 6 | |a Personnel |x Rotation. | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Workplace Culture. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Human Resources & Personnel Management. |2 bisacsh | |
| 650 | 7 | |a Employee retention |2 fast | |
| 650 | 7 | |a Labor turnover |2 fast | |
| 650 | 1 | 7 | |a Personeelsmanagement. |2 gtt |
| 650 | 1 | 7 | |a Werknemers. |2 gtt |
| 650 | 1 | 7 | |a Begaafdheid. |2 gtt |
| 650 | 1 | 7 | |a Loyaliteit. |2 gtt |
| 758 | |i has work: |a Keeping the People Who Keep You in Business (Text) |1 https://id.oclc.org/worldcat/entity/E39PD3dHJqHwBJHGxcfbmjHPV3 |4 https://id.oclc.org/worldcat/ontology/hasWork | ||
| 776 | 0 | 8 | |i Print version: |a Branham, Leigh. |t Keeping the people who keep you in business. |d New York : AMACOM, 2001 |z 0814405975 |w (DLC) 00044793 |w (OCoLC)44426880 |
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Datensatz im Suchindex
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|---|---|
| _version_ | 1816881598096736257 |
| adam_text | |
| any_adam_object | |
| author | Branham, Leigh |
| author_facet | Branham, Leigh |
| author_role | |
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| author_variant | l b lb |
| building | Verbundindex |
| bvnumber | localFWS |
| callnumber-first | H - Social Science |
| callnumber-label | HF5549 |
| callnumber-raw | HF5549.5.R58 B72 2000eb |
| callnumber-search | HF5549.5.R58 B72 2000eb |
| callnumber-sort | HF 45549.5 R58 B72 42000EB |
| callnumber-subject | HF - Commerce |
| collection | ZDB-4-EBA |
| contents | Contents -- Preface -- Acknowledgments -- INTRODUCTION Why You Are Fighting the War for Talent -- Truths about Turnover -- Why Good Performers Leave -- Who Are the People Who Keep You in Business? -- Keys to Keeping the Right People -- THE FIRST KEY Be a Company That People Want to Work For -- RETENTION PRACTICE 1 Adopt a �� Give- and-Get- Back�� Philosophy -- RETENTION PRACTICE 2 Measure What Counts and Pay for It -- RETENTION PRACTICE 3 Inspire Commitment to a Clear Vision and Definite Objectives THE SECOND KEY Select the Right People in the First PlaceRETENTION PRACTICE 4 Understand Why Some Leave and Why Others Stay -- RETENTION PRACTICE 5 Redesign the Job Itself to Make It More Rewarding -- RETENTION PRACTICE 6 Define the Results You Expect and the Talent You Need -- RETENTION PRACTICE 7 Ask the Questions that Require Proof of Talent -- RETENTION PRACTICE 8 Give a Realistic Job Preview -- RETENTION PRACTICE 9 Use Multiple Interviewers and Reference Checking -- RETENTION PRACTICE 10 Reward Employee Referrals of Successful New Hires RETENTION PRACTICE 11 Hire and Promote Managers Who Have the Talent to Manage PeopleRETENTION PRACTICE 12 Hire from Within When Possible -- RETENTION PRACTICE 13 Creatively Expand Your Talent Pool -- THE THIRD KEY Get Them Off to a Great Start -- RETENTION PRACTICE 14 Give New Hires the Red- Carpet Treatment -- RETENTION PRACTICE 15 Communicate How Their Work Is Vital to the Organization�s Success -- RETENTION PRACTICE 16 Get Commitment to a Performance Agreement -- RETENTION PRACTICE 17 Challenge Early and Often RETENTION PRACTICE 18 Give Autonomy and Reward InitiativeTHE FOURTH KEY Coach and Reward to Sustain Commitment -- RETENTION PRACTICE 19 Proactively Manage the Performance Agreement -- RETENTION PRACTICE 20 Recognize Results -- RETENTION PRACTICE 21 Train Managers in Career Coaching and Expect Them to Do It -- RETENTION PRACTICE 22 Give Employees the Tools for Taking Charge of Their Careers -- RETENTION PRACTICE 23 Know When to Keep and When to Let Go -- RETENTION PRACTICE 24 Have More Fun! -- Selective Retention: Planning to Keep the Right People Keeping All the People Who Keep You in Business: Special Groups and SituationsAPPENDIX A Try to Win Back Top Performers When They Resign -- APPENDIX B Exit Survey -- APPENDIX C Job Enrichment Rating -- APPENDIX D Competency Inventories -- APPENDIX E Candidate Profile/ Evaluation -- APPENDIX F Performance Agreement -- APPENDIX G Characteristics Frequently Associated with Different Temperament Types* -- APPENDIX H Manager- Employee Talent Inventory -- APPENDIX I Manager�s Employee Development Planning Worksheet -- APPENDIX J Survey of Manager as Employee Developer |
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| dewey-ones | 658 - General management |
| dewey-raw | 658.3 |
| dewey-search | 658.3 |
| dewey-sort | 3658.3 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Electronic eBook |
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| id | ZDB-4-EBA-ocm48139824 |
| illustrated | Not Illustrated |
| indexdate | 2024-11-27T13:15:15Z |
| institution | BVB |
| isbn | 0814425380 9780814425381 |
| language | English |
| oclc_num | 48139824 |
| open_access_boolean | |
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| owner_facet | MAIN DE-863 DE-BY-FWS |
| physical | 1 online resource (xiii, 338 pages) |
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| publishDateSearch | 2000 |
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| publisher | AMACOM, |
| record_format | marc |
| spelling | Branham, Leigh. Keeping the people who keep you in business : 24 ways to hang on to your most valuable talent / Leigh Branham. New York : AMACOM, 2001. 1 online resource (xiii, 338 pages) text txt rdacontent computer c rdamedia online resource cr rdacarrier Includes bibliographical references and index. Print version record. Contents -- Preface -- Acknowledgments -- INTRODUCTION Why You Are Fighting the War for Talent -- Truths about Turnover -- Why Good Performers Leave -- Who Are the People Who Keep You in Business? -- Keys to Keeping the Right People -- THE FIRST KEY Be a Company That People Want to Work For -- RETENTION PRACTICE 1 Adopt a â€?â€? Give- and-Get- Backâ€?â€? Philosophy -- RETENTION PRACTICE 2 Measure What Counts and Pay for It -- RETENTION PRACTICE 3 Inspire Commitment to a Clear Vision and Definite Objectives THE SECOND KEY Select the Right People in the First PlaceRETENTION PRACTICE 4 Understand Why Some Leave and Why Others Stay -- RETENTION PRACTICE 5 Redesign the Job Itself to Make It More Rewarding -- RETENTION PRACTICE 6 Define the Results You Expect and the Talent You Need -- RETENTION PRACTICE 7 Ask the Questions that Require Proof of Talent -- RETENTION PRACTICE 8 Give a Realistic Job Preview -- RETENTION PRACTICE 9 Use Multiple Interviewers and Reference Checking -- RETENTION PRACTICE 10 Reward Employee Referrals of Successful New Hires RETENTION PRACTICE 11 Hire and Promote Managers Who Have the Talent to Manage PeopleRETENTION PRACTICE 12 Hire from Within When Possible -- RETENTION PRACTICE 13 Creatively Expand Your Talent Pool -- THE THIRD KEY Get Them Off to a Great Start -- RETENTION PRACTICE 14 Give New Hires the Red- Carpet Treatment -- RETENTION PRACTICE 15 Communicate How Their Work Is Vital to the Organizationâ€?s Success -- RETENTION PRACTICE 16 Get Commitment to a Performance Agreement -- RETENTION PRACTICE 17 Challenge Early and Often RETENTION PRACTICE 18 Give Autonomy and Reward InitiativeTHE FOURTH KEY Coach and Reward to Sustain Commitment -- RETENTION PRACTICE 19 Proactively Manage the Performance Agreement -- RETENTION PRACTICE 20 Recognize Results -- RETENTION PRACTICE 21 Train Managers in Career Coaching and Expect Them to Do It -- RETENTION PRACTICE 22 Give Employees the Tools for Taking Charge of Their Careers -- RETENTION PRACTICE 23 Know When to Keep and When to Let Go -- RETENTION PRACTICE 24 Have More Fun! -- Selective Retention: Planning to Keep the Right People Keeping All the People Who Keep You in Business: Special Groups and SituationsAPPENDIX A Try to Win Back Top Performers When They Resign -- APPENDIX B Exit Survey -- APPENDIX C Job Enrichment Rating -- APPENDIX D Competency Inventories -- APPENDIX E Candidate Profile/ Evaluation -- APPENDIX F Performance Agreement -- APPENDIX G Characteristics Frequently Associated with Different Temperament Types* -- APPENDIX H Manager- Employee Talent Inventory -- APPENDIX I Managerâ€?s Employee Development Planning Worksheet -- APPENDIX J Survey of Manager as Employee Developer Employee retention. http://id.loc.gov/authorities/subjects/sh99001660 Labor turnover. http://id.loc.gov/authorities/subjects/sh85073736 Personnel Rétention. Personnel Rotation. BUSINESS & ECONOMICS Workplace Culture. bisacsh BUSINESS & ECONOMICS Human Resources & Personnel Management. bisacsh Employee retention fast Labor turnover fast Personeelsmanagement. gtt Werknemers. gtt Begaafdheid. gtt Loyaliteit. gtt has work: Keeping the People Who Keep You in Business (Text) https://id.oclc.org/worldcat/entity/E39PD3dHJqHwBJHGxcfbmjHPV3 https://id.oclc.org/worldcat/ontology/hasWork Print version: Branham, Leigh. Keeping the people who keep you in business. New York : AMACOM, 2001 0814405975 (DLC) 00044793 (OCoLC)44426880 FWS01 ZDB-4-EBA FWS_PDA_EBA https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=51743 Volltext |
| spellingShingle | Branham, Leigh Keeping the people who keep you in business : 24 ways to hang on to your most valuable talent / Contents -- Preface -- Acknowledgments -- INTRODUCTION Why You Are Fighting the War for Talent -- Truths about Turnover -- Why Good Performers Leave -- Who Are the People Who Keep You in Business? -- Keys to Keeping the Right People -- THE FIRST KEY Be a Company That People Want to Work For -- RETENTION PRACTICE 1 Adopt a â€?â€? Give- and-Get- Backâ€?â€? Philosophy -- RETENTION PRACTICE 2 Measure What Counts and Pay for It -- RETENTION PRACTICE 3 Inspire Commitment to a Clear Vision and Definite Objectives THE SECOND KEY Select the Right People in the First PlaceRETENTION PRACTICE 4 Understand Why Some Leave and Why Others Stay -- RETENTION PRACTICE 5 Redesign the Job Itself to Make It More Rewarding -- RETENTION PRACTICE 6 Define the Results You Expect and the Talent You Need -- RETENTION PRACTICE 7 Ask the Questions that Require Proof of Talent -- RETENTION PRACTICE 8 Give a Realistic Job Preview -- RETENTION PRACTICE 9 Use Multiple Interviewers and Reference Checking -- RETENTION PRACTICE 10 Reward Employee Referrals of Successful New Hires RETENTION PRACTICE 11 Hire and Promote Managers Who Have the Talent to Manage PeopleRETENTION PRACTICE 12 Hire from Within When Possible -- RETENTION PRACTICE 13 Creatively Expand Your Talent Pool -- THE THIRD KEY Get Them Off to a Great Start -- RETENTION PRACTICE 14 Give New Hires the Red- Carpet Treatment -- RETENTION PRACTICE 15 Communicate How Their Work Is Vital to the Organizationâ€?s Success -- RETENTION PRACTICE 16 Get Commitment to a Performance Agreement -- RETENTION PRACTICE 17 Challenge Early and Often RETENTION PRACTICE 18 Give Autonomy and Reward InitiativeTHE FOURTH KEY Coach and Reward to Sustain Commitment -- RETENTION PRACTICE 19 Proactively Manage the Performance Agreement -- RETENTION PRACTICE 20 Recognize Results -- RETENTION PRACTICE 21 Train Managers in Career Coaching and Expect Them to Do It -- RETENTION PRACTICE 22 Give Employees the Tools for Taking Charge of Their Careers -- RETENTION PRACTICE 23 Know When to Keep and When to Let Go -- RETENTION PRACTICE 24 Have More Fun! -- Selective Retention: Planning to Keep the Right People Keeping All the People Who Keep You in Business: Special Groups and SituationsAPPENDIX A Try to Win Back Top Performers When They Resign -- APPENDIX B Exit Survey -- APPENDIX C Job Enrichment Rating -- APPENDIX D Competency Inventories -- APPENDIX E Candidate Profile/ Evaluation -- APPENDIX F Performance Agreement -- APPENDIX G Characteristics Frequently Associated with Different Temperament Types* -- APPENDIX H Manager- Employee Talent Inventory -- APPENDIX I Managerâ€?s Employee Development Planning Worksheet -- APPENDIX J Survey of Manager as Employee Developer Employee retention. http://id.loc.gov/authorities/subjects/sh99001660 Labor turnover. http://id.loc.gov/authorities/subjects/sh85073736 Personnel Rétention. Personnel Rotation. BUSINESS & ECONOMICS Workplace Culture. bisacsh BUSINESS & ECONOMICS Human Resources & Personnel Management. bisacsh Employee retention fast Labor turnover fast Personeelsmanagement. gtt Werknemers. gtt Begaafdheid. gtt Loyaliteit. gtt |
| subject_GND | http://id.loc.gov/authorities/subjects/sh99001660 http://id.loc.gov/authorities/subjects/sh85073736 |
| title | Keeping the people who keep you in business : 24 ways to hang on to your most valuable talent / |
| title_auth | Keeping the people who keep you in business : 24 ways to hang on to your most valuable talent / |
| title_exact_search | Keeping the people who keep you in business : 24 ways to hang on to your most valuable talent / |
| title_full | Keeping the people who keep you in business : 24 ways to hang on to your most valuable talent / Leigh Branham. |
| title_fullStr | Keeping the people who keep you in business : 24 ways to hang on to your most valuable talent / Leigh Branham. |
| title_full_unstemmed | Keeping the people who keep you in business : 24 ways to hang on to your most valuable talent / Leigh Branham. |
| title_short | Keeping the people who keep you in business : |
| title_sort | keeping the people who keep you in business 24 ways to hang on to your most valuable talent |
| title_sub | 24 ways to hang on to your most valuable talent / |
| topic | Employee retention. http://id.loc.gov/authorities/subjects/sh99001660 Labor turnover. http://id.loc.gov/authorities/subjects/sh85073736 Personnel Rétention. Personnel Rotation. BUSINESS & ECONOMICS Workplace Culture. bisacsh BUSINESS & ECONOMICS Human Resources & Personnel Management. bisacsh Employee retention fast Labor turnover fast Personeelsmanagement. gtt Werknemers. gtt Begaafdheid. gtt Loyaliteit. gtt |
| topic_facet | Employee retention. Labor turnover. Personnel Rétention. Personnel Rotation. BUSINESS & ECONOMICS Workplace Culture. BUSINESS & ECONOMICS Human Resources & Personnel Management. Employee retention Labor turnover Personeelsmanagement. Werknemers. Begaafdheid. Loyaliteit. |
| url | https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=51743 |
| work_keys_str_mv | AT branhamleigh keepingthepeoplewhokeepyouinbusiness24waystohangontoyourmostvaluabletalent |