by J. Leslie McKeown

Retaining Top Employees

Table of Contents

Preface (download as a pdf file)

Chapter 1. “Employee What?!”
Just What Is “Employee Retention” Anyway?
What “Employee Retention” Used to Mean
What “Employee Retention” Means Now
What “Employee Retention” Might Mean Soon
Manager’s Checklist for Chapter 1
Download pdf file of Chapter 1

Chapter 2. The Secret’s in the Swing
Develop a Retention Mindset
Don’t Get Hung up on Strategies
People Stay Where They Feel at Home
The Five Phases of Retaining Top Employees: How Good Is Your Swing?
Picturing the Shot: Envisioning Your Retention Strategy
Club Selection: Deciding Which Retention Tools to Use
Backswing: Recruiting for Retention
Point of Impact: Making the Difference with Orientation
Follow-Through: Maintaining Retention Through the Employment Life Cycle
Manager’s Checklist for Chapter 2

Chapter 3. Envisioning Your Retention Strategy
Which Employees Do You Want to Retain?
Why Do You Want to Retain the Targeted Employees?
What Do You Need to Do to Retain the Targeted Employees?
Turning Data into Achievable Retention Goals
Manager’s Checklist for Chapter 3

Chapter 4. Know Your Demographics
Boomers, Gen X, Gen Y: The More Things Change, the More They Stay the Same
The Seven Areas of Distinction in Employee Retention
Effective Tools for Retaining Boomers
Effective Tools for Retaining Gen-Xers
Wassup? Planning for Retaining Gen-Yers
Manager’s Checklist for Chapter 4

Chapter 5. Compensation: Why It (Almost) Doesn’t Matterbr> Why Compensation (Almost) Doesn’t Matter
What a Compensation Plan Must Achieve
What to Include in Your Compensation Plan
How to Design Your Compensation Plan
Maximizing the Results from Your Compensation Plan
Manager’s Checklist for Chapter 5

Chapter 6. Employee Recognition: What Works, What Doesn’t
Targeting Your Recognition Program to Top Employees
Orienting Your Recognition Program Around Retention
Designing Recognition Programs to Enhance Behaviors
Designing Specific Recognition Goals
Ensuring That Your Targets Are Attainable
Setting Fair Outcomes
Making Recognition Programs Appropriate
Communicating Your Recognition Program
Manager’s Checklist for Chapter 6

Chapter 7. Recruiting for Retention
What Is Recruiting for Retention?
The Employment Contract
The New Hiring Model(s)
Manager’s Checklist for Chapter 7

Chapter 8. Making the Difference with Orientation
The Link Between Retention and Orientation
There’s No Such Thing as “No Orientation”
Immediate Impact of a Retention-Focused Orientation Program
Medium-Term Goals of a Retention-Focused Orientation Program
Developing Cohesive Retention-Focused Orientation Program Content
Manager’s Checklist for Chapter 8

Chapter 9. The Role of the Manager, Part 1
Setting Goals
Performance Management
Growth and Development
Providing a Buffer
Manager’s Checklist for Chapter 9

Chapter 10. The Role of the Manager, Part 2
The Manager as Company Representative
The Manager as Leader
The Manager as Work-Life Balance Indicator
Managing Departing Employees and Alumni
Manager’s Checklist for Chapter 10

Chapter 11. Mentoring and Coaching Programs
The Benefits of Mentoring and Coaching Programs
Definitions and Vocabulary
What Is Mentoring?
What Is a Mentor?
The Distinction Between a Coach and a Mentor
What Is the Difference Between Mentoring and Managing?
Separating Mentoring and Managing
How Does a Coach Differ from a Mentor?
Two More Possibilities
Manager’s Checklist for Chapter 11

Chapter 12. Summary: Making It All Work
“Toto, I Have a Feeling We’re Not in Kansas Anymore”
It’s All About Adding Value
Using Points of Leverage in Your Organization
Building a Retention Culture
And Finally
Manager’s Checklist for Chapter 12

ISBN for this title: 0-07-138756-0

About the Author

Les McKeown is the President and CEO of Deliver The Promise® and has over 20 years’ experience in working with organizations in Europe, the U.S., and Asia.

Les qualified as a Chartered Accountant in the UK in 1978. Four years later, he started his own consulting practice, building a lifelong career in advising individuals and companies on growth and development. When he sold his share in the practice to his business partner in 1998, it had grown to a 13-office worldwide training and consulting business.

Les now lives in Tiburon, California, where he trains, speaks, and writes on the recruitment, retention, and development of high-caliber employees. Les has worked with such organizations as United Technologies (UTC), Xerox, Overture (formerly, British Aerospace, Microsoft, Guardian Life, and Kaiser Permanente.

Visit his Web site at

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