Hire and Keep the Best People: 21 Practical and Proven Techniques You Can Use Immediately
Format: PDF / Kindle (mobi) / ePub
Speakers and Author of the bestselling books Maximum Achievement and The 100 Absolutely Unbreakable Laws of Business Success.
Offers 21 proven strategies that will give you a competitive edge in selecting and keeping excellent people.
Concise, handy, quick to read and easy to apply.
From corner cubicle to corporate suite, managers today say their biggest concern is the competition for talent. The critical constraint on the growth and success of any business is the ability to attract and keep excellent people. Unfortunately, very few managers have been thoroughly trained in the process of personnel selection. And they hardly have time to sign up for a course: they are confronted with an immediate need for personnel know-how.
In his latest book, Brian Tracy draws on over 20 years of training managers in the art of employee selection to pinpoint the 21 most important, proven principles of employee recruitment and retention. In a single, brief, easy-to-read volume, Tracy summarizes the essential information every manager must know to attract the most capable, committed employees and to make sure they continue to be active contributors to the company for years to come.
For each of these 21 techniques, Tracy discusses the underlying principle and offers an Action Exercise that enables readers to apply the technique immediately and see the results for themselves. Filled with proven, practical knowledge, Hire and Keep the Best People distills years of hard-won wisdom into a quick and easy set of techniques, offering managers effective steps they can take today to find, select, hire, orient, train, and retain the best people for their business.
workload from the first day makes the job challenging and exciting. As you hand out the assignments, provide lots of opportunity for feedback and discussion about the work. When people have ample opportunity to ask questions and talk about the job, they identify themselves with the company much more rapidly. They become far more motivated and committed to doing a good job than if they are started off slowly or if they receive limited feedback. Be prepared to take the time necessary to teach the
wants, and when and to what standard, they feel more competent and confident. They feel more focused and directed. They feel more in control of themselves and their work. And these feelings are largely determined by the boss. Lack of feedback on performance is the second major source of demotivation and dissatisfaction in the workplace. People need to know, on a regular basis, how well they are doing. If they are making a mistake, they need this pointed out to them. If they are doing the job
subsequently extended this policy to paying our people when they were off work to have babies, to have surgery, to recover at home, and even to attend funerals or handle family crises where they would have to be gone for several days. Our “Families Come First” policy has cost us many thousands of dollars and has been perhaps the best personnel policy we have ever introduced. No one takes advantage of it, and all employees appreciate knowing that they have the flexibility and freedom to come and
may remind yourself, these people are volunteers and they can leave at any time if they are not happy. ACTION EXERCISES Continually imagine what it would be like to lose your key people. Act as if they were considering other job offers already. Treat them as you would if they were critical to the functioning of your company—because they are. Take whatever steps are necessary to assure harmony and a general feeling of goodwill at work. Commit to creating an environment where people are
consider all of this information and write out a clear, detailed description of the ideal candidate for the position. Write it out exactly as if you were going to be placing this description as an ad in a major publication and it was going to cost you several thousand dollars for a single insertion. Begin this description with your requirements in descending order of importance. Put your most important points in the first sentence. With this written description, you are now ready to cast your