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Employee selection. --- Employee retention.

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Hiring new employees is high stakes-and keeping them once they're on board is equally important. Every hiring manager needs straightforward, practical advice on conducting effective interviews, checking references, bringing new hires on board, and then helping them succeed. The You at Work: Hiring and Keeping the Right People article collection provides best practices and tips on evaluating job candidates, ensuring that new hires get the right start, and navigating sticky conversations around raises and employee poaching. What's included: (1) a specially curated collection of eight articles from HBR.org on a range of topics, from interviewing candidates to orienting new hires to responding appropriately when an employee has another job offer; and (2) three tools to help you ask the right interview questions, motivate employees though coaching, and give constructive feedback.

Employees --- Employee selection. --- Employee retention. --- Recruiting.

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Take the stress out of giving feedback. To help your employees meet their goals and fulfill their potential, you need to provide them with regular feedback. But the prospect of sharing potentially negative news can be overwhelming. How do you construct your message so that it's not only well received but also expressed in a way that encourages change? Whether you're commending exemplary work or addressing problem behavior, the HBR Guide to Delivering Effective Feedback provides you with practical advice and tips to transform any performance discussion-from weekly check-ins to annual reviews-into an opportunity for growth and development. You'll learn to: * Establish trust with your direct reports * Assess their performance fairly * Emphasize improvement, even in criticism * React calmly to a defensive feedback recipient * Recognize and motivate star performers * Create individualized development plans Arm yourself with the advice you need to succeed on the job, from a source you trust. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.

Employee retention. --- Feedback (Psychology) --- Employees --- Personnel management. --- Rating of.

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"Policymakers need a rigorous capability to evaluate the retention and cost effect of possible changes to U.S. Department of Defense (DoD) civilian workforce compensation. The research reported here extends earlier work by estimating dynamic retention models (DRMs) for entry cohorts from 1988 to 2000; estimating new age-earning profiles for federal civilian and private-sector workers for use as an input to the DRM; examining DRM parameter estimates by cohort to check for consistency and possible trends, such as a change in the preference for DoD civilian employment across cohorts; and developing a costing model for comparing the cost of alternative policies along with their retention effects. The earning analysis finds that estimates based on recent cross-sectional data from the American Community Survey closely reflect earning profiles constructed from synthetic cohorts of Current Population Survey data. Differences in the preferences for DoD civilian employment across cohorts are small, and the use of a DRM estimated from a sample combining the cohorts is justifiable. The DRM fits the data well for each cohort and the combined sample. The new capability is demonstrated by simulating the retention and cost effect of a policy change mandating that workers pay a larger share of the total contributions to the Federal Employees Retirement System"--Publisher's description

Employee retention --- United States. --- Federal Employees' Retirement System (U.S.) --- Officials and employees --- Salaries, etc.

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La quatrième de couverture indique :" Le management à l'ancienne fondé sur l'empilement d'échelons hiérarchiques, les normes et le cloisonnement semble aujourd'hui dépassé. Les nouvelles générations appellent de leurs voeux un type de management davantage établi sur le talent de chacun, favorisant à la fois l'autonomie et l'engagement : confiance, authenticité, proximité, complémentarité, plaisir, convivialité... Dans ce renouveau managérial qui se profile, une tendance se dégage nettement : la valorisation de l'intelligence émotionnelle. Pour la révéler et la développer, le prisme du cheval propose sans imposer. Etre confronté quelques minutes à un cheval en liberté peut se changer en une expérience déterminante. Le cheval devient un formidable miroir de nos émotions, en agissant comme un révélateur de notre manière d'être avec les autres. L'équicoaching part de ce constat pour travailler sur la gestion du stress, l'affirmation de soi ou le respect d'autrui. L'équicoaching fournit des clés pour apprendre à créer du lien ou à améliorer sa communication non verbale ; il permet d'explorer les pistes d'un management collaboratif, ouvert et humain."

Employee motivation --- Creative ability in business --- Personnel management --- Employee retention --- Organizational effectiveness --- Leadership --- Organizational behavior --- Employee empowerment