The biggest challenge faced by CEOs and HR functionaries alike is how to attract and retain the best available talent. This is because finding the ideal person has become an increasingly tough job. And after getting the talent retaining is the next difficult step. This is on top of everyone’s agenda. The format and style make this book a must-read for all managers. It stresses the fact that employees really want meaningful work, opportunities for growth, excellent bosses, and a sense of belongingness.

The book throws an insight on how to deal with the twin issues of attracting and retaining top performers. What needs to be done by the management / HR managers to combat this problem is the crux of the book. This is a practical hands-on book for managers. It cites proven retention techniques from some of the best companies in North America and real world case studies. The book’s structure and easy-to-read style will make it a popular desktop reference book for managers to find ready-to-use strategies that can be implemented immediately.

The book uses a former employee, A J, to introduce each chapter. He has something to say at the beginning of each chapter about why he has quit the company. The twenty six chapters are arranged alphabetically with titles, such as “Ask,” “Jerk,” and “Passion.” For instance, “Ask,” explains that one of the reasons companies don’t know why they’re losing employees is that they don’t ask the employees themselves. It is very important that HR conduct a detailed Exit Interview.

Practical to-do lists, case studies are given for each chapter. The information flow follows a similar pattern for each chapter. It includes a new manager’s troubleshooting guide with strategies that can be used at every level and a chapter on saying thank-you in the workplace. The authors have done thorough research on some of the best practices and how these strategies worked in some of the best companies in America.

Other chapters such as “Information: Share It,” “Mentor: Be One,” and “Space: Give It”—focus attention 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. The ideas like allowing employees to bring children to the office on occasions, assisting anyone who must line up for any medical exigency, giving weekday comp time to those who travel on weekends, etc. are helpful. It also explains how Deloitte & Touche and DuPont addressed these issues.

Issue BG27 June03

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