The Employee Recruitment and Retention Handbook

The Employee Recruitment and Retention Handbook

The Employee Recruitment and Retention Handbook

The Employee Recruitment and Retention Handbook

Excerpt

Step back in time twenty years or so. If you were a human resources practitioner, recruitment specialist, manager whose responsibilities included recruitment, executive, or small business owner, you would probably have turned to employment agencies, newspaper ads, and employee referrals to fill most of your job openings. And if some of your best employees resigned, you might have conducted exit interviews, asked them why they were leaving, then noted and filed their responses.

Now fast forward to the present and what is projected to be the future employment picture for some time to come. To attract qualified workers, progressive employers are rejecting a steady diet of reactive recruitment methods, such as agencies and ads, as well as sources that could result in charges of systemic discrimination, like word of mouth. Instead, they are implementing more proactive, creative recruitment techniques, such as cyberspace job banks and mobile recruiting vans. What's more, the focus has extended beyond hiring to creating a retention environment that will keep employees satisfied and less inclined to resign. This includes encouraging employees to develop individual approaches to achieving business plans and redefining, as well as enhancing, jobs to make them more rewarding.

Increasingly, employers are acknowledging that the recruitment and retention pictures have changed: Applicants are demanding more, competition for good workers is often fierce, and employees are seeking greater incentives to stay. It's become hard to know just how to attract and recruit the best workers, in addition to what factors are required for a successful retention environment.

All of this points to The Employee Recruitment and Retention Handbook, a comprehensive source that analyzes the changing employment picture and offers a combination of new as well as . . .

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