000			03334cam a2200337 a 4500
008			150115s2015 vau b 001 0 eng
020			_a9781586443795
040			_aDLC _beng _cDLC _dDLC
042			_apcc
050	0	0	_aHF5549.5.M63 _bF557 2015
082	0	0	_a658.3/14 _223
100	1		_aFinnegan, Richard P.
245	1	0	_aHR's greatest challenge : _bdriving the C-suite to improve employee engagement and retention _cRichard P. Finnegan
260			_aAlexandria, Va. : _bSociety for Human Resource Management, _cc2015.
300			_axii, 212 p. : _bill. ; _c23 cm.
504			_aIncludes bibliographical references (p. 189-201) and index.
505	0		_aThe dollar values of engagement and retention merit top-5 metric status -- Two broken models : why engagement surveys and exit surveys fail -- Think like your CEO : drive engagement and retention like you drive sales and service -- Convert engagement scores and turnover percentages to dollars -- Establish engagement and retention goals for leaders -- The power of stay interviews -- Forecasting : the lock-down engagement and retention tool -- Real accountability -- Innovation from 10,000 feet.
650		0	_aEmployee motivation
650		0	_aEmployee attitude surveys
650		0	_aEmployee retention
035			_a(IMchF)fol15553463
520			_aNothing HR does contributes more to productivity than improving engagement and retention. Nothing supersedes the value of getting our employees to give their best and to stay. No administrative task like making payroll, no hiring task like filling jobs quickly, no program task like renting an ice cream machine for employee appreciation week. Nothing else we do. HR leaders know better than most that voluntary turnover is spiking and nearing its all-time high, that fewer than one-third of our employees are engaged in their work, and that executives say in survey after survey their number one concern is "talent." Employees stay or leave - and engage or disengage - primarily based on their relationship with their manager. And that means their direct supervisor, the one they connect with - or don't connect with - every day. So we need our executives to manage engagement and retention instead of us. We can coach them and play critical roles, but if CFOs read the financial data and HR distributes the turnover report, retention is already second-tier.<br> <br> HR's Greatest Challenge will help HR executives<br> * Convince their CEOs that engagement and retention are top-tier metrics as important as sales and service.<br> * Replace those mysterious turnover percentages and engagement scores with dollar values that resonate with the CFO.<br> * Train managers to conduct stay interviews because they bring proven solutions.<br> * Ask leaders to forecast how long employees will stay and how many of their team will score high on the next engagement survey.<br> <br> And most importantly, this book will help you solve employee engagement and retention as a business issue.
650		7	_aBUSINESS & ECONOMICS _vIndustrial Management _2sears
650		7	_aBUSINESS & ECONOMICS _vManagement _2sears
650		7	_aBUSINESS & ECONOMICS _vManagement Science _2sears
650		7	_aNESS & ECONOMICS _vOrganizational Behavior _2sears
005			20170126101046.0
001			63562
003			UOWD
942			_cREGULAR
999			_c28717 _d28717