The Employee Recruitment and Retention Handbook [Hardcover]

Diane Arthur (Author)

Book Description

Publication Date: April 15, 2001 | ISBN-10: 0814405525 | ISBN-13: 978-0814405529 | Edition: 1st

"Competition for skilled employees is fierce! This book provides comprehensive, practical advice to employers to get and keep the people they need. It covers such vital topics as what workers want--including a sense of making a real impact in their jobs and getting learning opportunities; why workers leave--sometimes just because they can (it's so easy to find a new job), often because they feel undervalued or bored where they are; and what best-practice companies are doing to attract and retain the talent necessary to remain competitive. Expert Diane Arthur discusses: * Both traditional and new strategies, including a huge array of special incentives and perks * Online recruiting via sites like Monster.com or a company's own Web site * Successful programs from Cisco Systems, Bank of Boston, Eli Lilly, McDonald's, and dozens of other companies, including many small firms * Competency-based recruiting and interviewing, contingent workers, telecommuting and other alternative work arrangements, future trends, and more."

Editorial Reviews

Review

...an important new resource..a'must have'reference tool to provide sound ideas for establishing effective recruitment and retention techniqes." -- HR Magazine December 2001

Book Description

"Competition for skilled employees is fierce! This book provides comprehensive, practical advice to employers to get and keep the people they need.

It covers such vital topics as what workers want--including a sense of making a real impact in their jobs and getting learning opportunities; why workers leave--sometimes just because they can (it’s so easy to find a new job), often because they feel undervalued or bored where they are; and what best-practice companies are doing to attract and retain the talent necessary to remain competitive.

Expert Diane Arthur discusses:

* Both traditional and new strategies, including a huge array of special incentives and perks

* Online recruiting via sites like Monster.com or a company’s own Web site

* Successful programs from Cisco Systems, Bank of Boston, Eli Lilly, McDonald’s, and dozens of other companies, including many small firms

* Competency-based recruiting and interviewing, contingent workers, telecommuting and other alternative work arrangements, future trends, and more."

See all Editorial Reviews

Product Details

• Reading level: Ages 17 and up
  
• Hardcover: 416 pages
• Publisher: AMACOM; 1st edition (April 15, 2001)
• Language: English
• ISBN-10: 0814405525
• ISBN-13: 978-0814405529
• Product Dimensions: 10.3 x 7.3 x 1.3 inches
• Shipping Weight: 2 pounds (View shipping rates and policies)
• Average Customer Review: 3.5 out of 5 stars  See all reviews (2 customer reviews)
• Amazon Best Sellers Rank: #578,664 in Books (See Top 100 in Books)

More About the Author

Diane Arthur is the founder of Arthur Associates Management Consultants, Ltd. Human Resource Development Specialists. For the past 25 years she has provided training and consulting services to numerous organizations in all facets of HR including: the essential components of HR; recruiting, interviewing, and selecting new employees; orientation; performance management; employment law; sexual harassment; training and development; job descriptions; verbal, written and nonverbal communication; employer/employee relations; coaching and counseling; employee handbooks; career planning; retention; and the changing role of HR.

Prior to founding Arthur Associates Diane worked as an HR generalist in both nonprofit and corporate work environments.

Diane's signature writing style is simultaneously informative and conversational. She is the author of several books including: five editions of "Recruiting, Interviewing, Selecting & Orienting New Employees" (also published in Colombia, the People's Republic of China and India); "The First-Time Manager's Guide to Performance Appraisals" (also published in India, Sri Lanka, Nepal, Bangladesh and Pakistan); "The Complete Human Resources Writing Guide;" "The Employee Recruitment and Retention Handbook;" two editions of "Managing Human Resources in Small and Mid-Sized Companies;" and "Workplace Testing." She is also the author of several self-study programs including: Performance Appraisals: Strategies for Success; Fundamentals of HR Management 4th Edition; Successful Interviewing; and Success Through Assertiveness, as well as articles for magazines and periodicals such as National Business Employment Weekly; Management Solutions; Supervisory Management; and HR Focus.

Customer Reviews

Most Helpful Customer Reviews

12 of 12 people found the following review helpful:

5.0 out of 5 stars A Truly Great Challenge, June 26, 2001

By 

Robert Morris (Dallas, Texas) - See all my reviews
(TOP 50 REVIEWER)    (HALL OF FAME REVIEWER)    (VINE VOICE)    (REAL NAME)   

This review is from: The Employee Recruitment and Retention Handbook (Hardcover)

I cannot think of a greater challenge to organizations today than to find, hire, and then keep peak performers. This is one of two books which I have just read. Both suggest excellent strategies and tactics to meet this challenge. (The other is authored by Harry E. Chambers.) But what if an organization now has few -- if -- any peak performers? Obviously, it must develop them. How? In Hidden Value, O'Reilly and Pfeffer explain how great companies achieve extraordinary results with ordinary people.

You can also hire them. In my opinion, one with which Arthur may agree, organizations must be constantly, indeed aggressively involved in recruiting all the time. That is to say, at least decision-makers must be identifying "the best and the brightest" workers employed elsewhere. Perhaps there is no need for them now. Even so, it is important to know who they are, to establish contact with them, and then stay in touch. One CEO I know has a simple but very effective strategy. Whenever she encounters someone who makes a highly favorable impression on her, she offers her business card. "I know you are very happy where you are now. That's great. And frankly, we do not have a suitable position available at the moment anyway. However, if you ever think about making a change, please give me a call. I'd really like to hear from you." Perhaps 18-24 months later, that person calls her.

Arthur organizes her material within 11 chapters, ending each with a summary of key points. She then provides two especially informative appendices: "Employee Benefits Glossary" and "Legal Issues." Her advice on using an outside source (e.g. an executive recruitment firm) to help generate and screen candidates will be most beneficial to larger organizations. However, almost all of the other material will be of substantial assistance to any organization, regardless of its size or nature. All by itself, Chapter 6 is worth the cost of the book. In it, Arthur offers a wealth of suggestions concerning competency-based recruiting and interviewing, correctly stressing the importance of first establishing a solid pre-recruitment foundation, one which takes into account questions such as these which anyone involved in the interview process should be prepared to answer fully:

1. Am I thoroughly familiar with the qualities being sought in an applicant?

2. Are these qualities both job-related and realistic?

3. Can I clearly communicate the duties and responsibilities of this position to applicants?

4. Am I prepared to provide additional relevant information about the job and the company to the applicant?

In other words, whenever a position becomes available, take full advantage that opportunity (a) to determine whether or not it should be filled and (b) if it must be filled, to identify job-specific competencies (prior to recruitment) and other factors which are necessary for success. In Chapter 7, Arthur includes Exhibit 8-1 which lists and briefly discusses "Reasons for High Turnover." For those organizations which have a problem with employee attrition, Arthur suggests a number of probable causes. In fact, I think all of the "exhibits" are informative, as with chapter summaries helping the reader to focus on key points which can easily be reviewed later. I also highly recommend Exhibit 11-1 in the final chapter which lists and briefly discusses 20 "Future Job Projections"; Arthur also includes Web sites which offer additional information about each, such as "workplace concierge" and "corporate anthropologist." Good stuff indeed.

Arthur's expert guidance can help any organization to formulate or refine a cohesive, comprehensive, and cost-effective system by which to recruit and then retain the people it needs. Obviously, I think highly of her book. However, given the importance of the issues it addresses as well as the serious implications of decisions which must be made, I strongly recommend that several different sources (including hers) be consulted. Amazon.com identifies a number of possibilities; those who review them can assist the selection process.

1 of 1 people found the following review helpful:

2.0 out of 5 stars Good Material; Needs to be Update, October 23, 2010

By 

Scoop - See all my reviews

Amazon Verified Purchase

This review is from: The Employee Recruitment and Retention Handbook (Hardcover)

10-23-10
I selected this book to use in an academic setting, teaching
a student about Recruitment and Retention. The categories in this
book are right on target. The problem is the copyright date - 2001.
If I had it to do over I would not have selected this book ONLY because
sections of it are outdated.
The chapter on Electronic Recruiting is showing its 10 year age. My suggestion:
update the book including a major rework of Internet and electronic references. This handbok should be revised every three years.
Scoop