Attracting and Retaining Key Outsiders
Great employees will go where they trust the people they work for, have pride in, enjoy what they do, and enjoy the people they work with. They will stay where they are wanted and treated with respect. To attract the best employees, you must be the best. While the overall pool of employees may have expanded in the last few years, the pool of great employees is shrinking. In today's business climate you must have or build a company that naturally attracts and retains key people. Focusing upon retaining key people is the central issue, because if you can't retain them, why try attracting the best. Participants will learn what works best when recruiting, motivating and retaining key non-family employees long-term.
Highlights include:
- Recruiting success depends upon your answers to our 12-point test.
- 22 "keys" to unlock the cells of unproductivity and frustration.
- Keep and motivate employees.
- Incentive plans.
- How to plug the generation gap.
- The 12 non-family employee myths.
- Strengths and weaknesses working in a privately owned business.
- Your alternatives versus a life of frustration.
- What key employees stand to gain by becoming a mentor.
- How the key employee secures future in the organization.
- Human resources self-evaluation.
- As a key employee, the 6 most important questions to ask yourself.
Intended for:
This specialized program is intended for key non-family employees and members of the business owning family or partnership.
Duration:
This program is designed to last for 90 minutes to 3 hours.
The "Fit":
In literally thousands of situations, key nonfamily managers, (age 45 to 55) are dealing with competent company presidents, (age 63 to 70) and next generation dropouts, (age 30 to 40) who have no idea what to expect in the future. The senior generation is in ill health, junior is looking for a "gravy train", and the nonfamily employee knows experience in family companies does not count elsewhere. He is trapped - a prisoner of work! What can he/she do? What are the alternatives? What are others in the same situation doing? What owners do to avoid these problems and keep these loyal employees on the job?
Managers in this situation have a hard time concentrating on product knowledge, government regulations, competitor threats and other industry information when their own future is so uncertain.
Alternative Titles.......
* Recruiting and Retaining "Key Non-Family Employees"