Page 240 - Retaining Top Employees

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228 Index

Rewards, 101, 104-105. See also senior management embrace
Compensation of, 208
“Rightsizing,” 61 Steering committees, 115
Risk, attitudes toward, 68, 74 Stock options, 15, 91-92
Risk analyses, 101, 102 Strategies
Ruthless decision making, 178 data gathering for, 47-55
goal setting, 55-56
S
limitations of, 27-28
Safety and security needs, 9 people versus, 209
Salary.com Web site, 95 reasons for, 44-47
Salary surveys, 95 targeting key employees, 39-
Sales
44
compensation as motivation, 85 visualizing, 31-33
satisfiers and, 80, 81 See also Goal setting; Tactics
telecommuting and, 125
Satisfiers, 7, 80-81 Strategy implementation
adding value, 209-212
Self-actualization, 9
Self-employment, 16-19, 129- adjusting expectations, 208-
209
130
Senior management leverage points for, 212-215
hiring models for, 124 long-term approach, 215-218
implementation champions, Stretch goals, 109, 176-177
213-214 Structured environments, 66-67,
71-72
Separate recognition programs,
102 Subcontractors as mentors, 201
Significant others, 182 Supervisors, mentors versus,
Skills, 120 198-199
Surveys
Small company cultures, 64
Social needs, 9 of compensation plans, 95, 97
Specificity of recognition goals, exit interview, 54
107-109 online, 51
Spurned celebrity syndrome, 137 T
Squeaky wheels, 42 Tactics
Status goals versus, 56
appeal to Boomers, 67 to retain Baby Boomers, 66-70
Gen X response, 71 to retain Gen-Xers, 71-77
need for, 9-10 See also Strategies
“Status quo” model Talent war, 19-20, 21
basic view of retention, 5, 25 Team players, 41
for compensation, 82-83 Teams
employment contract, 119-120 building with perks, 94
hiring model, 123-124 encouraging with compensa-
orientation in, 142 tion, 84-85