Page 230 - Retaining Top Employees

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218 Retaining Top Employees

the other hand, the more your retention activities are just “what
we do here,” the more they will be sustained by day-to-day
operations.
Here are a few examples:
• Include a “retention effect” assessment of compensation
as part of the normal, annual, or periodic compensation
review process.
• Make the social calendar part of the regular responsibility
of someone who already plans events—the press depart-
ment (if you have one), the CEO’s assistant, or whoever
plans training or other functions.
• Make the availability of mentoring or coaching an inherent
part of the standard performance review process.
The more your retention strategy becomes part of the cul-
ture and the less it stands out as something “other,” the better!

Peer Group Maintenance
Finally, as with all good systems, the best retention process is
self-sustaining and self-maintaining.
Regularly seek advice
Transfer Ownership and assistance from your
The ideas that your top top performers. How can
performers will offer will they help maintain the
probably include those already sug-
strategy? What processes
gested above. But this is about more
can they put in place? In
than ideas. If the ideas come from
your employees,they’re taking owner- what ways can they help
ship of those ideas.That process is assimilate the program
much more likely to lead to sustained into the warp and woof of
implementation than if the ideas came the organization? How can
from you,generated and imposed they contribute to the pro-
from above. gram’s longevity?

And Finally…

You’ve reached the end of what I trust was a rewarding and
thought-provoking journey through the mind of your top