Attract, Engage and Retain Top Talent: 50 Plus One Strategies Used by the BestAn organisation with a superior employment brand is one whose leadership and workforce behaviours match the company brand. Translation: the value proposition for the business is reflected in the actions of the employees at all levels of the organisation. Even for organisations that know how to attract the right talent, the challenge turns to how to engage them in their work and retain them longer than the competition. Every manager knows ... engaged and committed employees are proud to work for their employer and are dedicated to the organisation and willing to give the extra effort necessary to achieve the goals of the enterprise. "50 Plus One Tips to Attract, Engage and Retain Top Talent" provides different approaches to engage your employees. This book will serve as a blueprint for the creation, or re-creation, of your desired place to work by attracting, engaging, and retaining your company's top talent |
Contents
Engage Retain Through the Employee Life Cycle | 4 |
Defining Your Employment Brand | 11 |
Aligning Your External Internal Brand | 13 |
Your Employees Are Your Brand | 17 |
Your Website Your Brand | 21 |
Creating a Leadership Brand | 25 |
Be a Talent Magnet | 31 |
Part TwoTranslating Business Strategy into Talent Needs | 35 |
Act with Virtue | 127 |
Be Trustworthy Build Trust | 133 |
Create An Engaging Culture | 139 |
Part SevenCommunication Involvement | 145 |
Get Feedback Right | 147 |
Engage by Involving Employees | 151 |
Communicate Times Ten | 157 |
Part EightTrain For Todays Needs | 161 |
Create a Workforce Strategy | 37 |
Clarify Communicate Your Strategy To All Level | 43 |
Identify Mission Critical Positions | 47 |
Build a Staffing Plan | 51 |
Outline Useful Strategic Position Descriptions | 57 |
Part ThreeIdentify Talent Requirements for Key Roles | 63 |
Identify Integrate Career Culture Fit Criteria | 65 |
Forecast Changes In Market Business | 69 |
Update Functional Skills Requirements | 73 |
Part FourRecruiting Selecting Talent | 77 |
Use Your Brand To Recruit Talent | 79 |
Define the Selection Process | 83 |
Use Your Employees to Help Select Talent | 87 |
Prepare for the Interview | 91 |
Use the Eight Practices for Hiring the Best | 95 |
Make the Right Selection Decisions | 99 |
OnBoarding New Hires | 103 |
DayOne Hints to Capture the Hearts Imaginations of New Talent | 105 |
OnBoarding Technology | 109 |
New Hire FollowUpthe First Year | 113 |
Involve Supervisors Buddies Mentors | 117 |
Assimilate New Leaders | 121 |
Part SixThe ABCs Of Engagement | 125 |
Link Training Investments to Business Drivers | 163 |
Manage Performance | 167 |
Create the Development Process | 173 |
Focus on Transitions | 177 |
Develop Strengths | 181 |
Focus on Key Positions | 187 |
Manage Knowledge by Leveraging Leaders to Teach | 191 |
Leverage Technology for Blended Learning | 197 |
Map Out Competencies | 203 |
Develop For Tomorrows Needs | 209 |
Plan for the Future | 211 |
RightSize High Potential Leadership Programs | 217 |
Select Development Options that Fit | 223 |
Manage Retention Turnover | 227 |
Part TenGeneral Retention Practices | 233 |
Sustain a Climate of Respect Inclusion | 235 |
Encourage Wellness in the Workplace | 241 |
Recognize Appreciate | 247 |
Zero Tolerance for Disengaging Behaviors | 253 |
Assess Organizational Practices | 259 |
Measure Employee Perceptions | 263 |
RespondInvest in Talent | 269 |
Other editions - View all
Attract, Engage and Retain Top Talent: 50 Plus One Strategies Used By the Best Donna De St. Aubin,Brian J. Carlsen No preview available - 2008 |
Attract, Engage & Retain Top Talent: 50 Plus One Strategies Used by the Best Donna De St. Aubin,Brian J. Carlsen No preview available - 2008 |
Common terms and phrases
action learning actions actively disengaged align approach areas assessment behaviors Blended Learning buddy build candidate career chapter Chief Learning Officer coaching commitment communication company's competitive create criteria critical culture day-one defined diversity e-learning effective employee engagement employer brand employment brand environment example executives expectations experience external feedback feedforward feel focus focused function future goals Harvard Business Review Harvard Business School high potential hire human resource identify impact important improve increase individual internal brand interview investment involved John Kotter key positions leaders leadership brand learning and development linked mentor on-boarding opportunities organization organization's organizational culture percent performance appraisal performance management person productivity programs promotion recruiting responsibilities retention reward Ritz-Carlton role skills specific step strengths supervisor survey SWOT analysis T+D magazine top talent trust turnover Wal-Mart workforce planning