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    Retention, Recruitment and Employee Relations: How Innovative Organizations Do It
    Retention, Recruitment and Employee Relations: How Innovative Organizations Do It
    Retention, Recruitment and Employee Relations: How Innovative Organizations Do It
    Ebook124 pages2 hours

    Retention, Recruitment and Employee Relations: How Innovative Organizations Do It

    By D. Keith Denton

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    About this ebook

    This is a condensed and updated version of my paperback book originally published by Quorum books. It delivers practical and successful techniques used by some of the world’s most competitive and innovative companies to the hands of the Human Resource Manager. Techniques described in the book can help any company enhance its ability to recruit, retain, and improve its employee relations.

    The original book contains an expansion of techniques described here. This condensed version still contains a synthesis of effective recruiting techniques including Merck’s Interview Skills workshop, Hewlett-Packard’s Behavioral Interviewing and Marriot’s recruitment programs. Many historically effective retention techniques are also, including, such as Federal Express Guaranteed Fair Treatment Procedure, General Electric’s Work Out among others. Several successful techniques for improving organizational and face to face communication and recognition by organizations like Hyatt Corporation, American Express, SRC and many others are also included. The book examines techniques that should help companies better manage diversity within the workplace, reduce turnover, simplify work and build employee self-esteem.

    This condensed and updated edition of the print version delivers practical and successful techniques used by some of the world's most competitive and innovative companies to the hands of managers with human resources responsibilities. Techniques described in the book can help any company enhance its ability to recruit, retain, and improve its employee relations.

    LanguageEnglish
    PublisherD. Keith Denton
    Release dateJun 9, 2013
    ISBN9781301809523
    Retention, Recruitment and Employee Relations: How Innovative Organizations Do It
    Author

    D. Keith Denton

    D. Keith Denton, Ph.D., is the author of fourteen books and over 190 management articles. He has written extensively about improving process inefficiencies and decision-making in both the service and manufacturing sectors. Many of his books have been translated into over a half-dozen languages including Spanish, Portuguese, Indian, Dutch, German and Korean. Over two dozen universities use his management simulations to teach graduate and undergraduate students how to better manage an organizationHe has also been international consultant and seminar leader in the United States, Great Britain, New Zealand and Australia. He has conducted numerous workforce management workshops and seminars in employee involvement and empowerment, team building, managing change, and customer service. Among his honors is inclusion in numerous editions of “Who’s Who in America.” and previously designated as a Distinguished Scholar of Management.He has provided consulting and workshops for, among others: J.B. Hunt Transport, Inc.; The Upjohn Company; Pacific Northwest Laboratories; Mobil Oil Corporation; Building and Land Development Division of Parks; The Durham Company; University of Michigan Medical Center; and Kraft General Foods among others.He participated as an international speaker for clients including Price-Waterhouse (Australia); Mobil Oil Australia, Ltd.; General Motors-Holden’s Automotive Ltd.; AT&T Network Systems (Great Britain); Peak Gold Mines Pty. Limited (Australia); London Air Traffic Control Centre (Great Britain); and the Ministry of Commerce, Energy and Resources (New Zealand). He has also conducted a management seminar for the top 100 governmental and business leaders in the Philippines.

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      Book preview

      Retention, Recruitment and Employee Relations - D. Keith Denton

      Recruitment, Retention and

      Employee Relations:

      How Innovative Organizations Do It

      D. Keith Denton

      Copyright 2013 D. Keith Denton

      Smashwords Edition

      This e-book is licensed for your personal enjoyment only. This e-book may not be re-sold or given away to other people. If you would like to share this book with another person, please purchase an additional copy for each recipient. If you’re reading this book and did not purchase it, or it was not purchased for your use only, then please return and purchase your own copy. Thank you for respecting the hard work of the author.

      About The Book

      This is a condensed and updated version of my paperback book originally published by Quorum books. It delivers practical and successful techniques used by some of the world’s most competitive and innovative companies to the hands of the Human Resource Manager. Techniques described in the book can help any company enhance its ability to recruit, retain, and improve its employee relations.

      The original book contains an expansion of techniques described here. This condensed version still contains a synthesis of effective recruiting techniques including Merck’s Interview Skills workshop, Hewlett-Packard’s Behavioral Interviewing and Marriot’s recruitment programs. Many historically effective retention techniques are also, including, such as Federal Express Guaranteed Fair Treatment Procedure, General Electric’s Work Out among others. Several successful techniques for improving organizational and face to face communication and recognition by organizations like Hyatt Corporation, American Express, SRC and many others are also included. The book examines techniques that should help companies better manage diversity within the workplace, reduce turnover, simplify work and build employee self-esteem.

      CONTENTS

      1. CRISES, CURES, AND SUCCESS STORIES

      1,000 Singles

      Success Stories

      Recruiting

      Retention

      Relations

      Concluding Thoughts

      2. FINDING AND KEEPING EMPLOYEES

      Direct College Hires

      Preparation

      Behavioral Interviewing

      Choosing the Right Questions

      Decentralized Hiring

      Recruitment Through Reputation

      Managing Diversity

      Changing Attitudes

      Concluding Thoughts

      3. KEEPING EMPLOYEES

      After Hiring

      Incentives

      Communication

      How Does It Work?

      Appeals Board

      Survey/Feedback/Action (SFA)

      Employee Training Program

      Concluding Thoughts

      4. DELAYERED, DOWNSIZED AND DE-MOTIVATED

      What Promotions?

      Alternatives

      Restructuring

      Simplify

      Lateral Moves

      Associates

      Power of Culture

      Consensus as a Motivational Tool

      Concluding Thoughts

      5. BUILDING A CULTURE

      Infrastructure

      Training

      Tracking

      Linkage

      One-On-One

      Concluding Thoughts

      6. OPEN COMMUNICATION

      Communication Through Knowledge

      Simple Access

      Concluding Thoughts

      7. MERCK’S FACE-TO-FACE COMMUNICATION

      Nuts and Bolts

      Purpose

      Four Rules

      Conducting Meetings

      Preparation

      Procedures

      Physical Arrangements

      Follow-Up

      Communication Skills

      Concluding Thoughts

      CHAPTER 8 CREATING AN ENTREPRENEURIAL SPIRIT

      Creating a Business

      Equality is Equity

      Why Do It?

      Questions and Answers

      Spin-Offs

      Concluding Thoughts

      ABOUT THE AUTHOR

      Chapter 1

      Crises, Cures and Success Stories

      PepsiCo’s Chief Executive, Wayne Calloway, in discussing all the changes the corporation had made in recent years said, Nothing focuses the mind better than the constant sight of a competitor who wants to wipe you off the map (1). As a result of this attitude, PepsiCo not only reacts to their competitor’s every move, they frequently revamps operations, marketing and manufacturing, even when things look O.K. As Calloway says, In today’s economy, if it ain’t broke, you might as well break it yourself because it soon will be (1).

      1,000 SINGLES

      So how we compete? The answer is better and more consistent management, not management that is simply looking for the big play. Dan Kaplan, past President of Hertz Equipment Rental Corporation, which is an equipment rental firm, says the best way to become competitive is to hit 1,000 singles. You almost never hit a home run to turn something around overnight, but you keep cracking away with small improvements. (5) Kaplan improved productivity by focusing on the little things. He hates bureaucracy and paperwork and makes a point of communicating and keeping in touch. He wanted his people to think and act like entrepreneurs. Kaplan’s way of hitting singles may not be your or my way, but the important point is to keep coming up to bat, keep focusing on incremental improvements.

      Robert Reich, a Harvard political economist, says that creating wealth, in an increasingly global economy depends on what our people can do and that it is their skills, education and capacity that adds value (2). Rollie Boreman, CEO of Baldor Electric, would agree. He eliminated quality problems on the night shift by taking the advice of his workers who wanted to get off before midnight and started one and one-half hours earlier. The day workers also liked the change (2). Granted moving a shift up by 1 1/2 hours is not always going to improve quality but in Baldor Electric’s case it did. Having faith in the advice of workers almost always pays off.

      The trouble is that not enough managers have faith in the capacity of the workers. It is a lesson we should have learned long ago from the Japanese. Their success should have taught us of the power of cooperation between blue and white collar employees. What it should also teach us is that, under the right conditions, American workers can be a powerful competitive weapon.

      The Swedish-Swiss ABB’s former top executive, Gerhardt Schulmeyer, knew the potential of U.S. workers. He was born in Germany and worked for Sony and Motorola before becoming head of ABB, which is a $6 billion company. He stressed that each country’s workers have strengths but that, Americans beat the others (Japanese, Germans) for flexibility (3).

      Human Resource people above anyone else probably recognize that a company’s people are the most important resource. Most also probably recognize that if you want to be customer focused and improve quality, it cannot be done overnight. It takes the patience of the 1,000 singles to which Kaplan referred. Incremental improvements are at the heart of Japanese ability to produce better products, even when those products were often invented in the U.S. Incremental improvements do not come from a focus on service, better quality control or even high tech; they come from people just doing their job a little better.

      SUCCESS STORIES

      Until we are able to recruit the best people, retain them and improve relations, we will always run the risk of losing market share. There will be missed opportunities for those incremental improvements that are in everyone.

      Today’s companies must be quick, flexible and customer focused. Recognizing this need, some of America’s best run companies are trying to find improved ways of finding and attracting the best. Once they are acquired, the companies are looking at new ways of trying to keep them productive and motivated. Not only from a human resource point of view, but from the viewpoint of management in general, our greatest challenge remains to fully engage our current work force. The reason is simple; three fourths of all people who will be working in future years are already on the job.

      For us to engage our current workplace some things must change. Tom Peters once related a story of a British pub which introduced a great customer service idea called the 100 Club. For an employee to be a member, he or she had to be able to recall 100 patrons’ names and drinking habits. There was one top executive in the firm that said it was a good idea, but they would be lucky to have one or two of their 20,000 who could accomplish the task. A few months later more than 5,000 knew more than 600 names and drinking habits and one guy could even recall 2,000 names and habits

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