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""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.""

""One of a company's most important communication tools is the employee handbook. But creating or revising one can be an overwhelming job. It must be legally sound, up-to-date, clearly written, and comprehensive. This ready-to-use guidebook, now in its second edition, practically writes the handbook by itself! Human resources professionals will appreciate its: * checklists that guide them every step of the way (and make sure all bases are covered) * step-by-step instructions that make information easy to understand (and help avoid mistakes) * more than 400 sample policy statements, all in use by actual companies and ready to go as-is or to revise as needed * plain-English explanations of federal and state regulations, with practical suggestions for implementation.""

"Synopsis:'This groundbreaking book brings together a team of international experts to provide cutting-edge knowledge on recruitment, selection and assessment. Its focus on dynamic topics, new innovations, and current research developments provides an energizing and thought-provoking perspective on the field. An invaluable resource for academics, practitioners and students alike'. - Julie M. McCarthy, Department of Management, University of Toronto, Canada"

"ABSTRAKPenelitian ini menggunakan dua-tahap desain metode penelitian campuran berurutan terdiri dari teknik pengumpulan dan analisis data dengan metode kuantitatif yang dilanjutkan dengan metode kualitatif. Model penelitian dikembangkan berdasarkan tinjauan literatur, survey persepsi dan studi lapangan kualitatif. Survey dilakukan kepada 93 pegawai.Hasil temuan penelitian menunjukkan bahwa faktor eksternal dari individu pegawai dapat menjadi potensi penyebab turnover intention. Sementara sebagai upaya mencegah turnover pegawai, penerapan employee retention berupa penghargaan ekstrinsic reward-finansial, manajemen karir, dukungan tempat dan alat kerja belum dapat memberikan kontribusi yang positif. Namun manajemen karir informal dan dukungan supervisor/manajemen sudah dapat memberikan kontribusi yang positif.

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ABSTRACTThis research uses a sequential explanatory mix method desain in collecting and analyzing the data. The research model was developed based on literature review, perception survey and qualitative fieldwork. The survey was conducted to 93 employees.The findings of the study indicate that external factors from individual employees can be a potential cause of turnover intention. While as an effort to prevent employee turnover applying employee retention, the form of extrinsic rewards financial rewards, career management, environment support and inventory have not been able to make a positive contribution. But informal career management and superiors support have contributed positively."

"Penelitian ini bertujuan untuk menguji pengaruh career development terhadap employee retention dengan employee engagement sebagai variabel mediasi. Career development diukur menggunakan konsep assesment phase, direction phase dan development phase. Employee engagement diukur dengan vigor, dedication, dan absorption dan employee retention diukur dengan indikator employee retention intention. Penelitian ini menggunakan pendekatan kuantitatif. Data penelitian dikumpulkan melalui kuesioner yang dilakukan pada 90 karyawan kantor pusat PT. Jasa Marga (Persero) Tbk dengan menggunakan teknik non-probability convenience sampling. Penelitian ini menggunakan analisis jalur dan sobel test untuk menguji pengaruh langsung dan mediasi dari variabel-variabel.Hasil analisis jalur mengindikasikan bahwa career development mempengaruhi employee engagement secara signifikan. Hasil analisis jalur juga mengindikasikan bahwa career development dan employee engagement mempengaruhi employee retention secara signifikan. Hasil sobel test membuktikan pengaruh tidak langsung career development terhadap employeeretention melalui employee engagement secara signifikan.

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This study aims to examine career development on employee retention through employee engagement as a mediating variable. assesment phase, direction phase and development phase) Vigor,dedication,and absorption and employee retention intention indicator were using to measure career development,employee engagement and employee retention. This research used a quantitative approach. Data was collected through questionnaire which conducted on 90 employees PT Jasa Marga (Persero) Tbk by non-probability convenience sampling method. Path analysis and sobel test were used to test the direct and mediating relationship between variables. Path analysis show that career development affects employee engagement significantly. It also show career development and employee engagement affect employee retention significantly. Sobel test confirm for the indirect effect of career development on employee retention through employee engagement."

"Organisasi harus memikirkan kembali hubungan dengan karyawannya agar dapat bersaing di dunia bisnis yang berubah dengan cepat. Seiring tuntutan pasar akan inovasi, perubahan cepat ini menuntut karyawan untuk terlibat dalam berbagai cara dengan pekerjaan dan perusahaan mereka, komunikasi diperlukan antara manajemen dan karyawan. Internal communication adalah salah satu cara untuk memengaruhi employee engagement, meningkatkan employer branding, dan meningkatkan employee retention untuk menarik dan mempertahankan karyawan yang sangat berbakat. Tujuan dari penelitian ini adalah untuk memahami pengaruh internal communication pada employer branding dan employee engagement melalui employee engagement. Penelitian ini menggunakan Structural Equation Modelling (SEM) untuk menganalisis kuesioner yang dikumpulkan. Hasil penelitian menunjukkan bahwa internal communication dan employee engagement akan efektif untuk mempertahankan karyawan hanya jika karyawan merasa aman dalam bekerja untuk perusahaan terkemuka. Hasil ini diharapkan untuk mempertimbangkan internal communication sebagai alat manajemen strategis.

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Organization must rethink the relationship with its employees in order to compete in this rapidly changing business world. As market demands for innovation, this rapid change require employees to be involved in various ways with their work and company, communication is needed between the management and employees. Internal communication is one of the channel to influence employee engagement, improve employer branding and increase employee retention as attracting and retaining highly talented employees. The purpose of this study was to understand the effect of internal communication on employer branding and employee retention through employee engagement. Structural equation modeling (SEM) was served to analyze collected questionnaires. The results showed that the internal communication and employee engagement would be effective to retain the employees only if the employees felt safe in working for reputable companies. The results were expected to consider internal communication as strategic management tools."