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The Deadly Sins of Employee Retention
A Leadership IQ study found that 47% of high performers are actively seeking other jobs while an additional 44% are passively looking. Every organization wants to retain their employees, especially their best employees. But most leaders are making mistakes. We studied more than 100,000 leaders to identify the Deadly Sins of Employee Retention. These are the five mistakes that can destroy the retention efforts of organizations and their leaders. This book will challenge some of the most entrenched and misguided beliefs about employee retention. We'll show you how to avoid the Deadly Sins of Employee Retention and teach you five cutting-edge strategies for keeping your best people. Individual leaders and entire organizations can transform their retention efforts immediately.
- GenresNonfiction
102 pages, Paperback
First published January 17, 2006
32 people want to read
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Displaying 1 - 3 of 3 reviews
October 3, 2023
What new knowledge or information did you gain from this book, training, or experience?
I tend to extend my belief that all life has equal value into the workplace. The simple truth is that although all people are valued, in the scope of how they operate within the corporation, not everyone is equal and not every role is important. I think it has been difficult in the past for me to separate this. When I have to consider someone’s performance I don’t want the person to take it as a personal reflection on themselves. This is likely something I’ve gotten in the habit of doing because I tend to attach my value to my performance. A person is not their work, and I tend to operate by “I am my work and my work is a reflection of who I am” - I’m not sure if that’s healthy. Happy to explain further if that is not clear.
2. How does this connect to or build upon your previous learning?
The third deadly sin talked about how important the first impression is to an employee and how important the first 90 days is for retention. These are things I already aligned with, but it was nice to validate some of the things I have done in onboarding with this. I think in my new role as CIM I should consider how I can implement a version of this with a new client that is being implemented.
3. How do you think this new information will be useful to you and influence your approach going forward?
I liked how the book discussed that if you look for the average person, you will likely not find them - the book literally says “averages lie.” Although averages are important to discuss for performance reporting around metrics, this is a good point to keep in mind when you are having an individual conversation and considering a company-wide initiative. There is never going to be a one-size-fits-all initiative for employee retention, every person on the planet has their own motivations and you need to consider the idiosyncratic nature of people when you are managing them.
I tend to extend my belief that all life has equal value into the workplace. The simple truth is that although all people are valued, in the scope of how they operate within the corporation, not everyone is equal and not every role is important. I think it has been difficult in the past for me to separate this. When I have to consider someone’s performance I don’t want the person to take it as a personal reflection on themselves. This is likely something I’ve gotten in the habit of doing because I tend to attach my value to my performance. A person is not their work, and I tend to operate by “I am my work and my work is a reflection of who I am” - I’m not sure if that’s healthy. Happy to explain further if that is not clear.
2. How does this connect to or build upon your previous learning?
The third deadly sin talked about how important the first impression is to an employee and how important the first 90 days is for retention. These are things I already aligned with, but it was nice to validate some of the things I have done in onboarding with this. I think in my new role as CIM I should consider how I can implement a version of this with a new client that is being implemented.
3. How do you think this new information will be useful to you and influence your approach going forward?
I liked how the book discussed that if you look for the average person, you will likely not find them - the book literally says “averages lie.” Although averages are important to discuss for performance reporting around metrics, this is a good point to keep in mind when you are having an individual conversation and considering a company-wide initiative. There is never going to be a one-size-fits-all initiative for employee retention, every person on the planet has their own motivations and you need to consider the idiosyncratic nature of people when you are managing them.
June 19, 2021
Good insights in an easy to read format. Great specific actions and recommendations are given.
January 29, 2010
An easy and interesting read. There are useful ideas in the book which I have doubts as to whether I'd be able to get implemented at the office.
Displaying 1 - 3 of 3 reviews