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""A war rages in today's workplace, pitting company against company in the fight to find and keep good employees. The losses are high, and battle-weary managers are desperate for talented reinforcements. They've learned that bonuses, stock options, and other financial rewards aren't enough."

""What makes an employee great? According to Harris and Brannick, great employees are those who match the culture of the company they work for and whose personal values align with the organization's core purpose. Finding & Keeping Great Employees identifies four basic organizational purposes--operational excellence, customer service, unleashing technology, and spirit. By focusing on one of these as their core purpose and using it to drive their selection and retention strategies, organizations will gain a long-term competitive advantage and create a workplace full of self-motivated employees who are highly purpose driven. Based on research into best practices at more than 250 companies, this breakthrough book shares how some of today's most progressive organizations are doing just that -- and shutting down the revolving door -- by leveraging their core purpose and corporate culture to attract and retain great employees. Written in a crisp, reader-friendly style, with numerous examples and case studies, it shows managers and HR professionals how to simplify and streamline the recruiting process * improve organizational focus by benchmarking their company's practices against the world's best-run companies * achieve a good fit between employees and corporate culture * become the employer of choice within their industry, their market, and their community. In today's tight labor market, finding employees that are keepers is critical to success. This book offers a powerful new action plan to help companies find and keep employees who will enable them to find and keep success.""

"Provides readers with real solutions for the costly problem of employee turnover. This book examines factors such as manager relationships, lack of trust in senior leadership, company culture and integrity, salary and benefits, and more-revealing what can be done to hold on to the people who provide the most value to the organization."

"This book can help you identify the push factors in your organization, and mitigate or eliminate all of them. Incorporating data from surveys performed by the prestigious Saratoga Institute of more than 19,000 employees, this critical book examines in depth: how the employee and the employer travel a two-way street of expectation and reality; what are the warning signs of unmet expectations, and how can you best act on them?; how incomplete talent strategies lead to employee-job mismatches; why a passion for matching must become a core competency in your organization; the ultimate cost of insufficient or ineffectual feedback; a five-step coaching process that builds strong and durable working relationships; how growth and advancement opportunities are not keeping pace with new career expectations; how to create opportunities and help your employees create their own; best pay practices, rewards programs, and other initiatives for valuing and recognizing employees; understanding the emotional impact of compensation and recognition programs; the real toll that stress and overwork take on your employees and on your bottom line; a look at how the best places to work in America got that way, even without high-profile or newfangled perks or benefits; how leadership and employees can (and must) build an environment of mutual trust and confidence; the three universal questions every employee needs answered, and how a disengaged workforce is the direct result of detached leadership The key to becoming an employer of choice, a workplace where top talent are knocking down the doors to get in, is to develop the attitudes and implement the programs that address each of the above areas."

"Penelitian ini bertujuan mempelajari karakteristik demografi dan kecenderungannya dalam terjadinya perputaran tenaga kerja (labor turnover) berdasarkan data Sakernas Agustus 2013. Hasil analisis inferensial menunjukkan bahwa individu dengan karakteristik berumur 15-19 tahun, laki-laki, berpendidikan tinggi, tinggal di perkotaan, berstatus belum kawin, bukan kepala keluarga, bekerja di lapangan usaha industri informal atau pertanian formal kecenderungannya lebih tinggi untuk melakukan turnover jadi menganggur dan pindah pekerjaan. Individu dengan karakteristik berumur 55 tahun ke atas, perempuan, berpendidikan tinggi, tinggal di perkotaan, berstatus kawin dan kepala keluarga kecenderungannya lebih tinggi untuk melakukan turnover jadi bekerja.

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This research aims to study the demographic characteristics and trends in the labor turnover based on Sakernas August 2013 data. The results of inferential analysis showed that individuals with the characteristics of the age of 15-19 years, male, highly educated, urban residence, unmarried status, not the head of the family, working in the field industrial business of informal or formal agricultural higher propensity to do the turnovers become unemployed and moved jobs. Individuals with characteristics above 55 years old, female, highly educated, urban residence, marital status and family head, higher propensity to do be worked turnovers."