Page 236 - Retaining Top Employees

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224 Index

Hierarchy of needs, 8-10 J
Hiring models Job changes. See Mobility
core employee, 123-124 Job goals, 157
flexible work, 124-128 Job sharing, 126-127
free agents, 129-130 Job specifications, 63
outsourcing, 130-131 Jones Painterson & Co., 40
overview, 34, 123 K
Home, organizations as, 28-30, Key account selling, 126
139-140
Honeymoon period, 210 Key groups, 41-47
Knowledge-based economy, 120
Hot-desking, 71, 72
Knowledge management, 44-45
Hygiene factors, 7, 15, 80-81
Knowledgepoint.com Web site,
I 128
IBM culture, 67 L
Image. See Presence and image Leadership
Implementation. See Strategy managers’ role, 175-180
implementation
mentoring and, 192
Incentives, goals for, 89-90
Leadership Skills for Managers,
Independent workers, 16-19, 176
129-130 Leave policies, 181
Individual expression, 71-72, 75 Leverage points for implementa-
Individual growth plans, 164-166 tion, 212-215
Induction, orientation versus, 36,
Lifelong learning, 121
138-139, 140, 142 Lifetime employment contract,
Instant messaging, 155 119-120. See also “Status quo”
Institutional breakdown, effects model
on Gen X, 60-61 Local knowledge, 32-33
Institutional knowledge, 44-45 Location for recognition awards,
Insurance companies, off-site
114-115
forms processing, 125 Longevity of retention programs,
Integration of new employees, 215-218
154 Loyalty
Internal audits of compensation appeal to Boomers, 69
plans, 94-95
demographics and, 61
Internet. See Web sites
warped views, 184
Interviews
to gather retention data, 47-55 M
role in retention planning, 32- Management team, program sup-
33 port from, 214
Intranets for alumni, 187 Managers
Introductions, 154 adding value for, 211-212
Involuntary separations, 5 buffer role, 167-170