MADRAS SCHOOL OF SOCIAL WORK

DEPARTMENT OF HUMAN RESOURCE MANAGEMENT

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A PRESENTATION ON

“Employee Motivation &

Retention Strategies”

Submitted by:

Mohamed Ali J

Nithya M

Sivakumar T

Priyadharshini S

Shalini Abigail Priyanka C

1st Year MA.HRM

1st Semester

UNDER THE GUIDANCE OF

Mrs. Bala Sandhya2

CONTENTS:

INDEX PAGE

NUMBER

What is Motivation 4

What is Employee Motivation 4

Definition of Employee Motivation 4

Why Motivation Required 4

What Factors Motivates Employees 6

Methods of Motivating Employees 6

What is Retention 10

Definition of Employee Retention 10

Why Retention 10

Importance of Retention 11

Why Employee Leave the Organisation 12

What is Employee Retention 13

Retention Strategies 14

Three R’s of Employee Retention 15

KEI’s Employee Retention Wheel 15

KEI’s Employee Retention Wheel – Eight

Factors

17

Techniques to Retain Employees 19

Employees Leave Bosses, Not Jobs 25

New Age HR Practices 28

Case Study - Study on Google & Zappos 29

Bibliography 31

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EMPLOYEE MOTIVATION

AND RETENTION

STRATEGIES

What is Motivation?

Motivation is the process of boosting the morale of employees to encourage

them to willingly give their best in accomplishing assigned tasks. Motivation is the

key to achieving extraordinary results.

What is Employee Motivation?

Employee motivation is a major factor in the success or failure for any

organization. Without a motivated workforce, productivity, morale, profits, product

and service delivery suffers. To stay competitive, organizations must invest in

effective strategies to motivate the staffs. From line managers to top executives,

understanding what factor or factors motivate the employees is key to gaining the

human resource advantage that leads to success in our challenging market place.

Definition of Employee Motivation:

According to Burrel Lee Wilks III “Employee motivation is a reflection of the level

of energy, commitment, and creativity that a company's workers bring to their jobs.”

Why is Motivation Required?

Motivation requires the members of the group to pull weight effectively, to

give their loyalty to the group, to carry out properly the purpose of the organization. 4

To be successful, Motivation is an important thing that each one must have. Few

reasons why motivation is important is as follows

Motivation helps you get started - Have you noticed the difference

between working on something you like and working on something you don't like?

I'm sure you can feel the difference. When you're motivated about something, you

can work on it effortlessly. Nobody needs to force you to work. Since getting started

is perhaps the most difficult part of getting things done, being motivated is

tremendously helpful for you.

Motivation helps you keep moving -Getting started is one thing but

keep moving is another thing. Whatever you do, there are always obstacles along

the way that can hinder you from achieving success. If you don't have motivation, it's

easy to get discouraged when you meet such obstacles. That's why motivation often

makes the difference between winners and losers. Winners are those who can go

through challenges and difficulties thanks to their motivation. Losers, on the other

hand, are those who can't go through challenges and difficulties since they lack the

necessary motivation.

Motivation makes you do more than necessary - If you are

motivated about something you will voluntarily do more about it than what is

required from you. You will naturally go further and dig deeper than other people

since you love to do it. While other people will only do what is necessary, you do

more than that. In such situation, there is a good chance that you will be more

successful than others.

Motivation makes the journey fun - People who don't have

motivation will think that the journey to success is long and difficult. Those who are

motivated look at it differently. The journey is still long, but it's an enjoyable journey.

Not only can they endure it, they actually have fun along the way. Of course, there

are always times when things aren't good, but motivation enables you to endure

such difficult times and so on.

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What Factor Motivates Employees?

Some of the factors which motivates employees are as follows

Appreciation or recognition for a job well done

Being in the know about company matters

An understanding attitude from the management

Job security

Good wages

Interesting work

Career advancement opportunities

Loyalty from management

Good working conditions

Tactful discipline

Methods of Motivating Employees:

There are as many different methods of motivating employees today as there

are companies operating in the global business environment. Still, some strategies

are prevalent across all organizations striving to improve employee motivation. The

best employee motivation efforts will focus on what the employees deem to be

important. It may be that employees within the same department of the same

organization will have different motivators. Many organizations today find that

flexibility in job design and reward systems has resulted in employees' increased

longevity with the company, improved productivity, and better morale.

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EMPOWERMENT - Giving employees more responsibility and decision-

making authority increases their realm of control over the tasks for which they are

held responsible and better equips them to carry out those tasks. As a result,

feelings of frustration arising from being held accountable for something one does

not have the resources to carry out are diminished. Energy is diverted from self-

preservation to improved task accomplishment.

CREATIVITY AND INNOVATION - At many companies, employees

with creative ideas do not express them to management for fear that their input will

be ignored or ridiculed. Company approval and toeing the company line have

become so ingrained in some working environments that both the employee and the

organization suffer. When the power to create in the organization is pushed down

from the top to line personnel, employees who know a job, product, or service best

are given the opportunity to use their ideas to improve it. The power to create

motivates employees and benefits the organization in having a more flexible work

force, using more wisely the experience of its employees, and increasing the

exchange of ideas and information among employees and departments. These

improvements also create an openness to change that can give a company the ability

to respond quickly to market changes and sustain a first mover advantage in the

marketplace.

LEARNING - If employees are given the tools and the opportunities to

accomplish more, most will take on the challenge. Companies can motivate

employees to achieve more by committing to perpetual enhancement of employee

skills. Accreditation and licensing programs for employees are an increasingly

popular and effective way to bring about growth in employee knowledge and

motivation. Often, these programs improve employees' attitudes toward the client

and the company, while bolstering self-confidence. Supporting this assertion, an

analysis of factors which influence motivation-to-learn found that it is directly

related to the extent to which training participants believe that such participation

will affect their job or career utility. In other words, if the body of knowledge gained 7

can be applied to the work to be accomplished, then the acquisition of that

knowledge will be a worthwhile event for the employee and employer.

QUALITY OF LIFE - The number of hours worked each week by

American workers is on the rise, and many families have two adults working those

increased hours. Under these circumstances, many workers are left wondering how

to meet the demands of their lives beyond the workplace. Often, this concern occurs

while at work and may reduce an employee's productivity and morale. Companies

that have instituted flexible employee arrangements have gained motivated

employees whose productivity has increased. Programs incorporating flextime,

condensed workweeks, or job sharing, for example, have been successful in focusing

overwhelmed employees toward the work to be done and away from the demands

of their private lives.

MONETARY INCENTIVE - For all the championing of alternative

motivators, money still occupies a major place in the mix of motivators. The sharing

of a company's profits gives incentive to employees to produce a quality product,

perform a quality service, or improve the quality of a process within the company.

What benefits the company directly benefits the employee. Monetary and other

rewards are being given to employees for generating cost-savings or process-

improving ideas, to boost productivity and reduce absenteeism. Money is effective

when it is directly tied to an employee's ideas or accomplishments. Nevertheless, if

not coupled with other, nonmonetary motivators, its motivating effects are short-

lived. Further, monetary incentives can prove counterproductive if not made

available to all members of the organization.

OTHER INCENTIVES – Study after study has found that the most

effective motivators of workers are nonmonetary. Monetary systems are insufficient

motivators, in part because expectations often exceed results and because disparity

between salaried individuals may divide rather than unite employees. Proven

nonmonetary positive motivators foster team spirit and include recognition,

responsibility, and advancement. Managers, who recognize the "small wins" of 8

employees, promote participatory environments, and treat employees with fairness

and respect will find their employees to be more highly motivated. One company's

managers brainstormed to come up with 30 powerful rewards that cost little or

nothing to implement. The most effective rewards, such as letters of commendation

and time off from work, enhanced personal fulfilment and self-respect. Over the

longer term, sincere praise and personal gestures are far more effective and more

economical than awards of money alone. In the end, a program that combines

monetary reward systems and satisfies intrinsic, self-actualizing needs may be the

most potent employee motivator.

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What is Employee Retention?

Employee retention is a process in which the employees are encouraged to

remain with the organization for the maximum period of time or until the

completion of the project.

Definition of Employee Retention:

According to Get Les Mckeown’s employee retention is define as “ effective

employee retention is a systematic effort by employers to create and foster an

environment that encourages current employees to remain employed by having

policies and practices in place that address their divers needs”.

Why Retention?

Employees today are different. They are not the ones who don’t have good

opportunities in hand. As soon as they feel dissatisfied with the current employer or

the job, they switch over to the next job. It is the responsibility of the employer to

retain their best employees. If they don’t, they would be left with no good

employees. A good employer should know how to attract and retain its employees.

Retention involves five major things:

                                             

Compensation Environment Growth

                             

Relationship Support

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Importance of Employee Retention: 

Now that so much is being done by organizations to retain its employees, why

is retention so important? Is it just to reduce the turnover costs? Well, the answer is

a definite no. It’s not only the cost incurred by a company that emphasizes the need

of retaining employees but also the need to retain talented employees from getting

poached.

The process of employee retention will benefit an organization in the

following ways:

1) THE COST OF TURNOVER: The cost of employee turnover adds

hundreds of thousands of money to a company's expenses. While it is difficult to

fully calculate the cost of turnover (including hiring costs, training costs and

productivity loss), industry experts often quote 25% of the average employee salary

as a conservative estimate.

2) LOSS OF COMPANY KNOWLEDGE: When an employee leaves, he

takes with him valuable knowledge about the company, customers, current projects

and past history (sometimes to competitors). Often much time and money has been

spent on the employee in expectation of a future return. When the employee leaves,

the investment is not realized.

3) INTERRUPTION OF CUSTOMER SERVICE: Customers and

clients do business with a company in part because of the people. Relationships are

developed that encourage continued sponsorship of the business. When an

employee leaves, the relationships that employee built for the company are severed,

which could lead to potential customer loss.

4) TURNOVER LEADS TO MORE TURNOVERS: When an

employee terminates, the effect is felt throughout the organization. Co-workers are

often required to pick up the slack. The unspoken negativity often intensifies for the

remaining staff.

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5) GOODWILL OF THE COMPANY: The goodwill of a company is

maintained when the attrition rates are low. Higher retention rates motivate

potential employees to join the organization.

6) REGAINING EFFICIENCY: If an employee resigns, then good

amount of time is lost in hiring a new employee and then training him/her and this

goes to the loss of the company directly which many a times goes unnoticed. And

even after this you cannot assure us of the same efficiency from the new employee.

Some other facts are

Hiring is not an easy process.

An organization invests time and money in grooming an individual and

makes him ready to work and understand the corporate culture.

When an individual resigns from his present organization, it is more likely

that he would join the competitors.

The employees working for a longer period of time are more familiar with

the company’s policies, guidelines and thus they adjust better.

Every individual needs time to adjust with others.

It has been observed that individuals sticking to an organization for a longer

span are more loyal towards the management and the organization.

It is essential for the organization to retain the valuable employees showing

potential.

Why employees leave the organization?

Employees do not leave an organization without any significant reason. There

are certain circumstances that lead to their leaving the organization. The most

common reasons can be:

Job is not what the employee expected to be

Job and person mismatch

No growth opportunities

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Lack of appreciation

Lack of trust and support in co-workers, seniors and management

Stress from overwork and work life imbalance

Compensation

New job offer

For higher Salary

For Higher education

Misguidance by the company

Policies and procedures are not conducive

No personal life

Physical strains

Uneasy relationship with peers or managers

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R –EMUNERATE COMPETITIVELY

E -NCOURAGEMENT AND EXPECTATIONS

T – RAINING AND DEVELOPMENT

A -NNUAL REVIEW CYCLES

I - NFORM AND INVOLVE

N -URTURE

Retention Strategies:

Work environment (location, variety, flexibility, culture)

Financial (base salary, incentive, bonuses, options, benefits, recognition)

Personal (quality of work, skills, training, self-leadership, opportunities)

Relationships (owners, managers, peers, mentors, customers) & so on.

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The Three R’s of Employee Retention

To keep employees and keep satisfaction high, the management need to

implement each of the three Rs of employee retention: respect, recognition, and

rewards.

The managers must determine the precise methods to implement the three Rs,

but in general, respect should be the largest component of all the efforts.

Without it, recognition and rewards seem hollow and have little effect—or they

have negative effects.

The magic truly is in the mix of the three.

o Rewards

o Recognition

o Respect

KEi’s Employee Retention Wheel:

KEi has used this information to give employers the tools to meet the core

needs that keep employees successful at their jobs, thus reducing the high costs

associated with unwanted employee turnover.

Using the Wheel to Improve Employee Retention

KEi's Employee Retention Strategy is based upon two primary beliefs:

1. It is difficult for employers to retain good employees if they don't have

a process to hire the right people in the first place.

2. Retention processes must directly support the reasons that successful,

satisfied employees stay.

KEi's concentration on the center of the Employee Retention Wheel provides

employers with Internet-based tools that give employees systematic, ongoing

support to be successful in their work and satisfied with their employment.

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The Center of KEi's Employee Retention Wheel: EIGHT FACTORS

Definition of successful: my job is helping me to grow personally,

professionally and financially.

Definition of satisfied: my employer is providing what I need to perform my

job successfully.

These eight central processes of the Employee Retention Wheel are the

factors that are most critical to an employee's job performance success.

ATTITUDE FOR EMPLOYING

A process to clearly define the way supervisors are expected to

interact with employees; a process to give employees a way to express what

is most important to achieve job success; and a process to give employers a

way to demonstrate "Employing Values" through employment policies.

This "Employer Mission Statement" is about how and who you hire,

how you treat them and the organization's values as an employer. It is about

making sure that the Values for Employing™ are communicated to your

employees and consistently implemented throughout your organization. It is

about the total employment package that goes beyond salary and

traditional benefits.

FINDING CANDIDATES

A process that gives employers a comprehensive way to

communicate to job seekers what it takes to achieve short-term and long-

term job success, and to attract the candidates who fit this criteria.

SORTING APPLICANTS

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A process that gives employers a way to confirm whether the

attitudes and behaviors of job seekers are a match for their work

environment.

CHOOSING EMPLOYEES

A process that gives employers a way to define the specific interview

questions that prove job seeker abilities to successfully perform the target

skills; and a process that gives employers a way to verify the accuracy of

resume/application data and interview responses.

STARTING EMPLOYEES

A process that provides a way for new employees (before performing

the job) to understand "why the employers business exists;" "what makes

the business organization successful;" "why the employee's job exists;" and

"what it will take for the employee to achieve job success."

INFORMING EMPLOYEES

A process that gives employers a way to provide essential

information (from five critical information sources) that is needed by

employees to make daily work decisions.

IMPROVING EMPLOYEES

A process that gives supervisors and employees a way to work

together to build personalized plans for improving each employee's priority

job skills; and a process that gives the employer a way to "deliver skills-

improving training curriculum" and to "measure the learning effectiveness"

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from the training experiences.

REWARDING EMPLOYEES

A process that gives employers a way to define and communicate

exactly how individual employee salaries are determined; and a process that

gives employers a way to provide employees with extra incentive income

that is earned through the achievement of cash generating business goals.

Techniques to Retain Employees:

Treat your employees like you treat your most valuable clients Get your employees to "Fall in Love" with your organization Strong retention strategies become strong recruiting advantages Retention is much more effective when you put the right person into the right

job. Know the job!

Money is important but it is not the only reason people stay with an

organization.

An employee committee to help develop retention strategies is a very effective

strategy.

Leadership must be deeply invested in retention Recognition, in various forms, is a powerful retention strategy Remember, the "Fun Factor" is very important to many employees.

Know the trends in benefit packages. Do your best to offer the ones your

employees need

These practices can be categorized in 3 levels: Low, medium and high level.

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Low Level Employee Retention Strategies

Appreciating and recognizing a well done job

Personalized well done and thank-you cards from supervisors

Congratulations e-cards or cards sent to spouses/families

Voicemails or messages from top management

Periodic days off for good performance

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Rewards (gift, certificates, monetary and non-monetary rewards)

Recognizing professional as well as personal significant events

Wedding giftsAnniversary gifts

New born baby gifts

Scholarships for employee’s children

Get well cards/flowers

Birthday cards, celebrations and gifts

providing benefits

Home insurance plansLegal insurance

Travel insurance

Disability programs

providing perks: It includes coupons, discounts, rebates, etc

Discounts in cinema halls, museums, restaurants, etc.Retail store discounts

Computer peripherals purchase discounts

providing workplace conveniences

On-site ATMOn-site facilities for which cost is paid by employees

laundry facility for bachelors

Shipping services

Assistance with tax calculations and submission of forms

Financial planning assistance

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Casual dress policies

Facilities for expectant mothers

Parking

Parenting guide

Lactation rooms

Flexi timings

Fun at work

Celebrate birthdays, anniversaries, retirements, promotions, etc

Holiday parties and holiday gift certificates

Occasional parties like diwali, holi, dushera, etc

Organize get together for watching football, hockey, cricket matches

Organize picnics and trips for movies etc

Sports outings like cricket match etc

Indoor games

Occasional stress relievers

“Casual dress” day

“Green is the color” day

Handwriting analysis

Tatoo, mehandi, hair braiding stalls on weekends

Mini cricket in office

Ice cream Fridays

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Holi-Day breakfast

Employee support in tough time or personal crisis

Personal loans for emergencies

Childcare and eldercare services

Employee Assistance Programs ( Counselling sessions etc)

Emergency childcare services

Medium Level Strategies for Employee Retention

Special bonus for successfully completing firm-sponsored certifications

Benefit programs for family support

Child adoption benefits

Flexible benefits

Dependents care assistance

Medical care reimbursement

Providing conveniences at workplace

Gymnasiums

Athletic membership program

Providing training and development and personal growth opportunities

Sabbatical programs

Professional skills development

Individualized career guidance

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High Level Strategies for Employee Retention

Promoting Work/Life Effectiveness

Develop flexible schedules

Part-time schedules

Extended leaves of absence

Develop Support Services

On-site day care facility etc.

Understand employee needs: This can be done through proper management style and culture

Listen to the employee and show interest in ideas

Appreciate new ideas and reward risk-taking

Show support for individual initiative

Encourage creativity

Encouraging professional training and development and/or personal growth

opportunities: It can be done through:

Mentoring programs

Performance feedback programs

Provide necessary tools to the employees to achieve their professional and personal

goals

Getting the most out of employee interests and talents

Higher study opportunities for employees

Vocational counselling

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Offer personalized career guidance to employees

Provide an environment of trust: Communication is the most important and effective way

to develop trust.

Suggestion committees can be created

Open door communication policy can be followed

Regular feedbacks on organizations goals and activities should be taken from the

employees by:

Management communications

Intranet and internet can be used as they provide 24X7 access to the information

Newsletters, notice boards, etc.

Hire the right people from the beginning: retention is not a process that begins at the end.

The process of retention begins right from the start of the recruitment process.

The new joiners should fit with the organization’s culture. The personality, leadership

characteristics of the candidate should be in sync with the culture of the hiring

organization.

Referral bonus should be given to the employees for successful hires. They are the

best source of networking.

Proper training should be given to the managers on interview and management

techniques.

An internship program can be followed to recruit the fresh graduates.

Study Suggests Employees Leave Bosses, Not Jobs

Careful selection of employees and managers can have a huge impact on

employee retention efforts and employee turnover costs in any organization.25

It has been said more than once, and for good reason, that employees leave their

bosses - not their jobs. A Florida State University study scheduled for full release

in the fall 2007 issue of Leadership Quarterly confirms this. The study shows that

40% of employees work for bad bosses based on survey results. The reasons that

employers score poorly are varied and many:

• 39% of workers said their supervisor failed to keep promises.

• 37% indicated their supervisor failed to give credit when due.

• 31% said their supervisor gave them the "silent treatment" during the past

year.

• 27% report their supervisor made negative comments about them to other

employees or managers.

• 24% indicated their boss invaded their privacy.

• 23% said their supervisor blamed other to cover up personal mistakes or

minimize embarrassment.

So what does this all boil down to? The effects of having bad bosses in the

organization can be devastating. High turnover, poor employee morale,

employee theft, diminished customer service, substandard employee

performance, lower production, and an organizational culture of fear and

mistrust can all be blamed in part on poor bosses and managers.

The costs of having poor managers and bosses can be incredible. Consider the

cost of employee turnover, which is different for all industries and positions, but

has been roughly estimated at $15,000 - $17,000 per employee in low to

moderately skilled positions. Having a manager who drives potentially valuable

employees from the organization can have a huge impact on the bottom line, and

customers.

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SOME EXAMPLES OF NEW AGE HR PRACTICES

To retain employees it is very important to give them a feeling of belongingness in the

company. For this they conduct many activities like:

There’s a weekly meeting of every dept where the employees are asked what

their expectations are from the company to make the atmosphere and climate

joyful.

After every 15 days one day FUN TRIP is conducted from the company. The

destination of the fun trip is decided by the employee themselves. The expense is

held by the company.

Every Employee is given a Laptop, Mobile (limited talk-time every month) or

Landline Phone free.

“MY DAY”- Every week the employee can have 2 “my days”, i.e. for two days a

week they can have their own time away from office after 1.30 pm.

Annual Day – The annual day is conducted every year. Every employee gets a gift

voucher, Lunch at some good hotel and a fun tour to other states, etc.

Annually they also have interdepartmental matches like Cricket Matches,

Volleyball Matches etc to improve team building and feeling of belongingness.

Culture: On every Indian festival there’s a big celebration.

Ex: They fly colourful kites and have competition between the employees.

Ex: On Diwali they enjoy sweets and crackers with traditional dresses.

Departmental Lunch: Everyday one dept have lunch together. Each and every

member of that Dept eats and drinks together. This helps in improving the team

spirit and the feeling of belongingness in the dept.

Employee of the week- AWARD:

o Every week one worker is honoured based on the performance of the

worker. This improves their moral and encourages them to work hard for

the coming week.

o Every month one employee is honoured as Employee of the Month

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o Annually one employee is honoured as Employee of the year.

Their names are declared on the Notice board and company magazine which

encourages others also to work better.

New employees joining the company are given a training of 8-10 days.

The training consists of induction and orientation program along with a 2 day

trip. This is a good ice breaking session and helps them to know their colleague.

The lasts two days training is conducted in the actual job site.

Higher education: If any employee wishes for higher education the company

sends the employee for training and encourages them to study hard.

Car is provided to the entire manager and above. The petrol expense are taken

care by the company.

Annually every employee gets a 5 days paid leave.

The company provides the facility of all indoor games along with a Swimming

pool for the refreshment of the employee.

o Ex. Table Tennis, Chess, Badminton, Snooker, etc.

Quarterly the MD does performance appraisal of every LINE and checks which

line has achieved production as per expectation or more than that. All the

members of the line are gifted and their names are displayed in their annual

magazine. This encourages the Line members to work hard and efficiently.

A learning centre is also provided where employees can register themselves for a

retail certification course from no less than the Indian Institute of Management

(IIM).

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Employee Retention: A Tale of Two Companies

Google and Zappos, two cultures of which have been well-documented examples

of “best practices” within the technology vertical, incorporate very different

approaches towards employee retention. Both companies have seen remarkable

success thus far in attracting and retaining talent; however, time will tell how

each company fares in the long-term. Google utilizes the tried-and-true

retention strategy of offering additional compensation to its employees as a

reward for their successes. This approach, though short of revolutionary, is

certainly tried-and-true. Zappos CEO Tony Hsieh has spearheaded an initiative to

create an unconventional culture predicated on the happiness of his employees.

This strategy has been lauded by employees and competitors alike, although

there is less historical precedent for the approach. The end-goal of each strategy

is to incentivize efficiency, attract the best employees, and provide for the long-

term sustainability of the company and its culture.

Zappos CEO Tony Hsieh wrote the book on creating a satisfying work culture-

literally! His book Delivering Happiness elaborates on the creation of the Zappos

culture that puts customers and employees first. This strategy has proven

effective as Zappos has grown from just over $70 million to over $1 billion in

annual sales in only 5 years. In order to preserve the culture at Zappos, a policy

has been instituted in which employees that aren’t a cultural fit can be paid to

quit. At the end of the first week of the 4-week training and cultural immersion

period, Zappos makes “The Offer” to each trainee, which gives them the option

of walking away with 1 week’s salary and a $1000 bonus or continuing the

training. Zappos is now a subsidiary of Amazon.com; however, it’s committed to

maintaining its unique culture. This year, Zappos was named the 15th best place

to work by Fortune Magazine. Although Zappos doesn’t compete in as

revolutionary a space as Google, they’ve certainly done their part to

revolutionize commitment to company culture and rethink incentives.

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Google, ranked 4th on the same list of “Best Companies to Work For”, offers a

less zany but immensely rewarding experience. Google seems to be attracting

the right talent, as shown in its plan to add 1,000’s of employees in 2011 and its

2009 revenue, which surpassed $23 billion. Google has been known for unique

hiring practices since its beginning and their innovative culture and above-

average pay rates are great incentives for job seekers. Additionally, Google made

news recently by offering each employee a 10% pay raise for 2011 . This

initiative, though less creative than the cultural overhaul implemented at Zappos,

proves that there are different methods to improve employee happiness and

performance

Companies looking to grow and continue to develop should conscientiously

revisit their long-term strategies and ensure that they can attract top talent to do

the best possible work. These two case studies, as well as countless others from

other successful, sustainable companies, are great resources for avoiding

mistakes in hiring and management practices. Employees value many things in

their employers, including: culture, transparency, autonomy, respect, salary,

benefits, and environment. While it’s not possible for your company to be the

leader in each of these categories, great business owners are able to pick their

battles and find the best talent to accomplish their objectives.

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Bibliography:

www.greenresourses.com

Ezine Articles

SMB World Asia

www.slidshare.net

Naukrihub

www.en.wikipedia.org

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