Keeping the People Who keep you in Business.

 
Leigh Branham 
American Management Association 2001 
338 pp. $27.95 
Hardcover 

The work by Branham initially provides a lively discussion of several areas associated with senior employee turnover. Causes for the competition for executive talent are provided and include statistical presentations related to the scarcity relative to the current demand for senior talent. Branham makes the point that the future is not much brighter in this regard as compared to the present. Also discussed are the various factors associated with turnover, including those incentives, other than pay, that are associated with talented executives leaving their jobs. This section concludes with discussions regarding the identification of the talent that is worth keeping in your business. In other words, how does the employer identify the senior workers who are worth keeping on the job; those who are the real assets to the firm.

The second through fourth sections provide practical suggestion and recommendations for holding on to your valuable employees. These guides include specific practices for maintaining the attractiveness of the firm to those the firm wishes to retain. Of these retention sections, Branham first provides a detailed account of the ways in which you can establish you company as one that is viewed as an attractive place to work. Emphasis is placed, on 'marketing" your company to potentially valued executives. Importance is given to understanding the ways in which a company can strive to be viewed as "supportive" rather than "exploitative" of employees. Specific attention is given to ways to accurately identify and reward valued activities and to encourage an identification with the firm's mission and values. Next, Branham reflects upon the proper matching of employees to the specific work setting. The point is made that it is far more cost effective to select than it is to replace employees. The importance of knowing the kind of organization you maintain and then selecting those employees who are likely to appreciate and stay on the job, is discussed. Third, the value of proper orientation is presented. Here, Branham drives home the point that good employees remain more satisfied when they can predict what is expected and perform accordingly. The investment in this orientation is relatively small as compared to the gains in terms of longer term employee satisfaction and retention. Finally, the very important need of many successful executives to be a) autonomous in their pursuit of goals and b) ...