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... work in the United States?” • Disability or handicap. Make no inquiry whether the applicant has a physical or mental disability or handicap or about the nature or severity of either .The same ... ethnicity, and/ or ancestry. Do not ask any questions about these; nor may you inquire about the national origins of the applicant’s parents, spouse, or other close relatives. And don’t...

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... Michaels, Helen Handfield-Jones, and Beth Axel- rod make a case from these and other findings that companies can attract and retain talented people if they pay attention to what they term the “employee ... people who are suited to their jobs and making sure that they understand what they are getting into (both in terms of the culture of the company and the specifics of t...

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... driving them away? Keeping the Best 83 HBE001_ch3_.qxd 10/02/2002 11:34 AM Page 83 84 Hiring and Keeping the Best People Are some of your people considering leaving? B. Lynn Ware, founder of the ... resources people who toil in the field of hiring and retention are no strangers to the labor market which, like every market, is subject to the laws of supply...

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... opportunities is another market-wise tool for retention. 92 Hiring and Keeping the Best People HBE001_ch4_.qxd 10/02/2002 11:34 AM Page 92 New Compensation Plans Most people in the know give compensation ... unwanted tasks is another solution, and something that every company prac- 94 Hiring and Keeping the Best People Compensation really matters. But as a retent...

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... screening, they hire people with the right stuff for the busi- ness, put them through three or four months of intensive sales and investment training and licensing preparation, and then mainline them ... reps”to learn the ropes and build client accounts and then they try to recruit them. It is a way to acquire good people on the cheap. The practice of poaching workers t...

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... opportunities within the organizations that are recruiting them. Hill points to three characteristics of effective mentors: • they set high standards; 110 Hiring and Keeping the Best People HBE001_ch5_.qxd ... positive bond between the employee and the firm .The strength of that bond is no doubt determined by the effectiveness of the mentor and the inten- sity of...

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... long-term, strate- gic staffing plan that ensures enough people and enough of the right people to do the job. Here’s how: 120 Hiring and Keeping the Best People HBE001_ch6_.qxd 10/02/2002 11:36 AM Page ... right,” they say in justification. And then, when these workhorses have succeeded with one project, supervi- sors immediately load them up with another! Meanwhile, the...

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... hours; this helps them to avoid adding new people to the payroll. 124 Hiring and Keeping the Best People HBE001_ch6_.qxd 10/02/2002 11:36 AM Page 124 The second big contributor to the issue of work-life ... at night and during their vacations. The result of working hours escalation: people feel squeezed. They find themselves in a winless situation in which they must...

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... would other aspects of hiring and retention. 134 Hiring and Keeping the Best People HBE001_ch6_.qxd 10/02/2002 11:36 AM Page 134 Keeping Talented Employees, Even After They Leave When All Else ... over others in hiring good people. Telework and flexible work scheduling are the two of the most effective tools for providing work-life balance. Give them as much attenti...

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... replace that manager and then invite the best of the defectors to return. • Keep the lines of communication open between your firm and the best of its departed employees. Use some of the alumni relations ... but you’ll know a great deal about the 140 Hiring and Keeping the Best People HBE001_ch7_.qxd 10/02/2002 11:44 AM Page 140 person you’re getting, and the...

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