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Love 'em or Lose 'em: Getting Good People to Stay (4th edition) Paperback – January 1, 2008


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Product Details

  • Paperback: 306 pages
  • Publisher: Berrett-Koehler Publishers; 4th edition (January 1, 2008)
  • Language: English
  • ISBN-10: 1576755576
  • ISBN-13: 978-1576755570
  • Product Dimensions: 9.1 x 8.1 x 0.8 inches
  • Shipping Weight: 1.7 pounds
  • Average Customer Review: 4.9 out of 5 stars  See all reviews (74 customer reviews)
  • Amazon Best Sellers Rank: #173,080 in Books (See Top 100 in Books)

Editorial Reviews

Amazon.com Review

Because finding the ideal person for every workplace position has become an increasingly difficult task, the retention of top employees has become every manager's concern. Love 'Em or Lose 'Em, by organizational-development specialists Beverly L. Kaye and Sharon Jordan-Evans, proposes that this "race for talent" can be effectively run only by those who adopt programs and policies that truly support their personnel. It then shows how to do so, even in organizations reluctant to participate actively.

Kaye and Jordan-Evans encourage an initial scan of their 26 alphabetically arranged chapters--such as "Information: Share It," "Mentor: Be One," and "Space: Give It"--so attention can be fully focused on the most relevant benefits and responsibilities associated with employee retention. All are bolstered with hands-on exercises and stories of others' failures and successes. The section on family-friendly conduct, for example, suggests uncovering specifics by directly asking employees what would make their lives easier. Resultant needs can be met, it continues, by allowing staffers to bring children to the office on occasion, assisting anyone who must line up care for an aging parent, giving weekday comp time to those who travel on weekends, etc. It also explains how Deloitte & Touche and DuPont addressed these issues. Any manager who dreads losing a top performer would do well to consider this book. --Howard Rothman --This text refers to an out of print or unavailable edition of this title.

Review

"I love Love 'Em or Lose 'Em! It's a fervently passionate book about a deeply serious subject. With knowing wit and practical intelligence Beverly Kaye and Sharon Jordan-Evans present us with elegant solutions and engaging examples of how to deal with the most vexing problem organizations now confront - attracting and retaining the very best talent. Based on a solid foundation of broad-based research, Love 'Em or Lose 'Em will fill you with a burning sense of urgency, a renewed faith in your own leadership abilities, and a feeling of delight that you took the time to read and use it." - Jim Kouzes, coauthor of The Leadership Challenge and Encouraging the Heart and Chairman, Tom Peters Group/Learning Systems; "This book has all the elements managers are telling me they want - practical, real, fast, and easy. They're tired of long philosophical discourses that may be great theory but can't be applied - Now! It is well-timed in light of concerns that are being raised about the new employment market dynamics; for the first time since the Vietnam war, it's a seller's market for prospective employees. If you are not an 'Employer of Choice,' what you should be doing to attract and retain employees is well documented in Love 'Em or Lose 'Em." - Judy Mason, Global Manager of Career Development, Dow Corning --This text refers to an out of print or unavailable edition of this title.

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Customer Reviews

4.9 out of 5 stars
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Love 'Em or Lose 'Em teaches `em how.
Debra Bogowitz
It is well sprinkled with enlightening examples and illustrations, it makes reading the book plain sailing!
kkant@singnet.com.sg
I highly recommend this book for all organizations, and for all levels within the organization.
Maisie Vultaggio

Most Helpful Customer Reviews

34 of 35 people found the following review helpful By Rick Sline on July 2, 2003
Format: Paperback
LOVE 'EM or LOSE `EM contains 26 steps for improving employee retention organized in an A-Z fashion. Although written during the recent boom times when retention was a challenge, information presented is quite valuable now for managers who wish to stay employed. The suggestions will promote a happier and more productive workforce. Many of the concepts can be applied to all interpersonal relationships - between co-workers, family and friends.
The book's presentation is visually appealing - section headings and key passages are in a complimentary blue font. There are various other eye-catching features that make the book interesting and exciting. Each chapter starts with a short statement from a fictitious employee referred to as A.J some key excerpts follow
Introduction:
I quit.
I'm giving you my notice.
I found another opportunity.
I've accepted another offer.
Can we talk?
Chapter 1 Ask - What Keeps You
They never asked.
Chapter 2 Buck - It Stops Here
I think my manager actually could have kept me. But I don't think he ever saw it as his job.
Chapter 5 Enrich - Energize the Job
The job just became ho-hum. I mean, I was good at it, my customers were pleased, but I was just plain bored.
Chapter 13 Mentor - Be One
I wish I'd had someone to warn me about some of the political ins and outs that were never written in any policy manual.
Chapter 18 Reward - Provide Recognition
It wasn't about the money, really. Oh, sure, a bonus would have been nice when I brought that new client in or when I finished those specs ahead of schedule. But a "thank you-I noticed" would really have been appreciated.
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27 of 29 people found the following review helpful By Gerry Stern on November 23, 1999
Format: Paperback
Based on focus group research, the authors provide extensive guidelines for managers to retain employees. The authors present 26 specific actions managers can take, using a chapter to discuss each one. Each chapter contains a 'to do' list, brief illustrative stories, examples of retention work done by the authors' for clients, excerpts from an exit interview, as well as some linkages between chapters.
The book down-plays the role of money. This is okay to the extent that too many firms think money is the 'be all and end all' of retention. Money is not, but the danger is that too many firms lull themselves into thinking that since money is not the number one factor driving turnover according to surveys, they can cut corners with compensation ( often, however, with the exception of pay packages at executive levels-consider the implicit contradiction in that). Long-term, firms that pay below competitive rates reap what they sow...marginal organizational performance. In our consulting experience we find reward systems and retention are powerfully linked. The role of compensation can work in strange and mysterious ways-and sometimes not so mysterious. People are complex.
We wished that the authors gave a bit more attention to the economics of retaining people. They do make the point of paying fairly and competitively in chapter18, but the message is muted. But since this book is addressed to managers, and most managers have little-to-no meaningful influence on compensation decision-making (despite all the empowerment talk), the treatment of pay is understandable.
This is a super book that focuses on the many highly important non-cash elements of retaining people. In doing so, it succeeds admirably. In short, this is a neatly organized, clearly written, how-to book.
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16 of 17 people found the following review helpful By Don Blohowiak, PhD on July 30, 2003
Format: Paperback
In working with literally thousands of managers a year, I find very few complaining about employee turn-over. Or its more positively stated corollary, retention of great people.
That doesn't mean that attrition of great associates isn't a problem---just one that most managers overlook or choose to ignore for its embarrassing implications.
What most managers do complain about (ad nauseum) can be summed up in two words: employee motivation. Which, of course, has everything to do with causing the very costly problem of human leakage from the company payroll (as well as most of the frustrations that deny managers restful nights and peaceful days).
And so, it is such a shame that the title of this superbly helpful guide is misleading. Or at least inadequate. Instead of "Love 'Em or Lose 'Em," it should declare, more appropriately: "Keep 'Em: Engaged, Motivated to Produce, and on YOUR Payroll!" Clunkier for sure. But much more accurate. If not compelling.
This book by veteran consultants Beverly Kaye and Sharon Jordan-Evans is a handy advisor for pressured, task-based (and, yes, even gruff) managers who are too consumed to always remember---but who know down deep---that people, the engaged and motivated variety, really do make the difference in producing great results.
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