【正文】 vide some kind of day care, or anything like that with a personal touch, that would be a huge boon to their people. How about an employee with no more vacation time and an emergency illness with his mother? You tell him to go to her, and that vacation time can be figured out later. You need to cement the relationship as a supportive force in their lives. Employees’ satisfaction Butcher and St. John conducted a survey of their own employees to find out about their job satisfaction and what they like, or don39。s financial health as their biggest reason for satisfaction is significant, says Butcher. We asked them for their input, and it39。re not paid enough. B. Keeping employees There are three parts to employee recruiting and retention: Identifying why employees leave。 employee, and motivates the 39。s been very successful, and I think, it will bee more popular as word travels. The Center for Creative Leadership in San Diego reports that firms offering employee development, good munication, ethical practices and other positive human factors enjoy greater retention rates and 20 percent higher profits. Here are some nonfinancial tools some employers use to help boost retention rates: a career plan with employees. Help employees develop a career plan so they understand where they are going and why it makes sense to achieve those goals. open dialog. Sharing operating and financial information helps build trust between employer and employee. It ultimately invests them with a feeling of ownership in the pany and, in turn, a longterm stake in its future. to employees. Make suggestion boxes available and offer a reward for the suggestion of the week or month. your team. Provide reward programs that recognize performance and achievement. Hold regular pany socials to build rapport and enthusiasm. Tips to attract quality employees There are several tools that can help you find employees to fill open or new positions. Consider: ongoing advertising and marketing programs targeted to potential employees. puterbased recruitment. with associations, suppliers, owners and peers. a program that pays employees for successful referrals. visible wherever the labor pool frequents, such as at industry associations and related events. 6. Visit job fairs and colleges and follow up on any leads. a specialty recruitment firm to supplement your internal hiring efforts. As petition continues, success will be judged more on the employer’s abilities and strategies on human resource management. All these point to the importance of attracting and maintaining a loyal work force and a higher retention. There is a bottom line when it es to employee retention. The quality of the supervision an employee receives is critical to employee retention. Surveys show that most people leave managers and supervisors more often than they leave panies or jobs. It is not enough that the manager is wellliked or a nice person. Sure, a nice, likeable manager earns you some points with your employees. A draconian, nasty, or controlling manager takes points away from your anization. But, a manager or supervisor, who is a pro at employee retention, knows that the quality of the supervision is the key factor in employee retention. Effective Managers Create Employee Retention Managers who retain staff start by municating clear expectations to the share their picture of what constitutes success for the employee in both the expected deliverables from and the performance of their job. These managers provide frequent feedback and make the employee feel valued. When an employee pletes an exchange with a manager who retains staff, he or she feels empowered, enabled, and confident in their ability to get the job done. Employee plaints about managers and supervisors center on these areas. Employees leave managers who fail to: clarity about expectations, clarity about career development and earning potential, regular feedback about performance scheduled meetings, and a framework within which the employee perceives he can succeed. What if a Manager Fails at Employee Retention? If a manager fails at employee retention, the chances are good that the manager has been unable or unwilling to develop their ability to manage and value people across the board. Managers who exhibit a pattern in which their key employees leave your anization cannot retain their management role. If they choose to stay, however, they must mit to being effective, contributing employees. If the manager cannot make this leap, you will need to let the manager go before their negativity impacts the rest of your workplace. Given the retention tips mentioned in previous parts, most managers will be able to bee managers who retain their best employees. Your investment in your managers can fuel your anization39。 employee to bee great. Other mon incentives include reimbur