Comments on: A Blocking Strategy For Increasing Employee Retention, Part 1 http://www.ere.net/2006/11/20/a-blocking-strategy-for-increasing-employee-retention-part-1/ Recruiting News, Recruiting Events, Recruiting Community, Social Recruiting Tue, 14 Feb 2012 01:03:49 +0000 hourly 1 http://wordpress.org/?v=3.2.1 By: Anthony P. Pivirotto, CPC, CDR http://www.ere.net/2006/11/20/a-blocking-strategy-for-increasing-employee-retention-part-1/comment-page-1/#comment-2216 Anthony P. Pivirotto, CPC, CDR Thu, 21 Dec 2006 12:47:00 +0000 http://www.ere.net/2006/11/20/a-blocking-strategy-for-increasing-employee-retention-part-1/#comment-2216 Well said and suggested Karen. When we are retained by a client we always ask where would you want this professional to come from and usually we hear John Deere, Harley Davidson and sometimes specific divisions of Honeywell. These are all 'World Class' organizations and employers recognize the talent and what they can bring to another organization. After 8 years in this business I can tell you that I have spoken to hundreds of John Deere and Harley Davidson employee's but have been unsuccessful in creating enough of an opportunity gap to get them to consider my client. I am quite sure that these organizations do not have a 'blocking strategy' or some other magic elixir to keep employee's from turning over. They know what Jack Welch said a long time ago. 'Your most important asset leaves to go home every night; what did you do today to make them want to return in the morning'. Evidently these companies do something each day to make their employee's steadfastly want to be part of the team. Well said and suggested Karen. When we are retained by a client we always ask where would you want this professional to come from and usually we hear John Deere, Harley Davidson and sometimes specific divisions of Honeywell. These are all ‘World Class’ organizations and employers recognize the talent and what they can bring to another organization. After 8 years in this business I can tell you that I have spoken to hundreds of John Deere and Harley Davidson employee’s but have been unsuccessful in creating enough of an opportunity gap to get them to consider my client.
I am quite sure that these organizations do not have a ‘blocking strategy’ or some other magic elixir to keep employee’s from turning over. They know what Jack Welch said a long time ago. ‘Your most important asset leaves to go home every night; what did you do today to make them want to return in the morning’. Evidently these companies do something each day to make their employee’s steadfastly want to be part of the team.

]]> By: Bill Wager http://www.ere.net/2006/11/20/a-blocking-strategy-for-increasing-employee-retention-part-1/comment-page-1/#comment-2217 Bill Wager Thu, 21 Dec 2006 03:35:00 +0000 http://www.ere.net/2006/11/20/a-blocking-strategy-for-increasing-employee-retention-part-1/#comment-2217 People (or markets) will do stupid things, but will generally correct them over time. Ideologues, empiricists, bureaucrats, sadists and software package developers, being inherently infallible, will not. Your question: 'what's wrong with playing offense---retention?' is irrelevant. There's obviously nothing wrong with it. The issue is the degree of offensiveness. People (or markets) will do stupid things, but will generally correct them over time.
Ideologues, empiricists, bureaucrats, sadists and software package developers, being inherently infallible, will not.
Your question: ‘what’s wrong with playing offense—retention?’ is irrelevant.
There’s obviously nothing wrong with it. The issue is the degree of offensiveness.

]]> By: Christine Tranthim-Fryer http://www.ere.net/2006/11/20/a-blocking-strategy-for-increasing-employee-retention-part-1/comment-page-1/#comment-2213 Christine Tranthim-Fryer Wed, 20 Dec 2006 09:06:00 +0000 http://www.ere.net/2006/11/20/a-blocking-strategy-for-increasing-employee-retention-part-1/#comment-2213 I couldn't agree more with you. Employees are people who greatly desire to be valued and appreciated. I really don't understand how anyone could consider using blocking strategies to retain staff. People will go and work where they choose for whom they choose and in the main they are driven by the desire to turn up to work everyday and be told they are appreciated and valued. Let's get back to the old fashioned stuff and let the business leaders who run these companies build a culture of trust. Then and only then when their employess are head hunted they will politely decline the invite to move. This has been something that I have experienced over many years. Unhappy companies lose staff, happy ones don't. I couldn’t agree more with you. Employees are people who greatly desire to be valued and appreciated. I really don’t understand how anyone could consider using blocking strategies to retain staff. People will go and work where they choose for whom they choose and in the main they are driven by the desire to turn up to work everyday and be told they are appreciated and valued. Let’s get back to the old fashioned stuff and let the business leaders who run these companies build a culture of trust. Then and only then when their employess are head hunted they will politely decline the invite to move. This has been something that I have experienced over many years. Unhappy companies lose staff, happy ones don’t.

]]> By: Karen Mattonen C.A.C., C.S.P http://www.ere.net/2006/11/20/a-blocking-strategy-for-increasing-employee-retention-part-1/comment-page-1/#comment-2212 Karen Mattonen C.A.C., C.S.P Wed, 20 Dec 2006 02:53:00 +0000 http://www.ere.net/2006/11/20/a-blocking-strategy-for-increasing-employee-retention-part-1/#comment-2212 Gregg, the best offense for keeping your employees is to treat them right. As a recruiter you will be amazed to know that it is very difficult to pull candidates from some companies. Why? because they love where they work; no, not because of money, but because as the other post mentioned - they feel valued by their employer. The employer creates an atmosphere within the company the instills loyalty. Karen Gregg,
the best offense for keeping your employees is to treat them right.

As a recruiter you will be amazed to know that it is very difficult to pull candidates from some companies.

Why? because they love where they work; no, not because of money, but because as the other post mentioned – they feel valued by their employer. The employer creates an atmosphere within the company the instills loyalty.

Karen

]]> By: Brenden Wright http://www.ere.net/2006/11/20/a-blocking-strategy-for-increasing-employee-retention-part-1/comment-page-1/#comment-2211 Brenden Wright Wed, 20 Dec 2006 02:10:00 +0000 http://www.ere.net/2006/11/20/a-blocking-strategy-for-increasing-employee-retention-part-1/#comment-2211 Aaron, Excellent, well-written post. I could not agree with you more. Blocking and retention strategies built around restrictions just encourage people to see what they are being hidden from. One might ask, 'What's so great about the market that my employer would spend thousands, perhaps millions, of dollars keeping that information away from me?' A cursory glance at Dr. Sullivan's article leads me to immediately dismiss it as completely impractical and really what is at the heart of attrition and turnover. Have we all forgotten the Golden Rule? Do unto others as you would have them do unto you. Simply put - treat your employees like you would want to be treated. Compensate them well, provide them with perks not available at other firms, 'golden handcuff' them, treat them like they are absolutely indispensable and critical to organizational success and you will create loyalty. It really is that simple. I recently heard of large, international CRO that forces it's new employees to sign a 2-year commitment regarding the training they receive when they first start with the firm. If the employee resigns within the first two years of employment, he or she will owe the company $20,000!!!! Are you serious? It's like a pre-nuptial agreement for employment. True, they were having horrible turnover but why not focus on those things that caused the turnover instead of having new employees sign a ridiculous contract? Would it surprise everyone to know that the number one reason potential candidates give me for considering a new opportunity is that they don't feel valued by their employer? It's not compensation, or travel or growth potential. It's that they don't feel valued. Corporate leadership really needs to get reconnected with the most critical asset they have - their people. Remember the Golden Rule. How's that for an effective retention strategy? Aaron,

Excellent, well-written post. I could not agree with you more. Blocking and retention strategies built around restrictions just encourage people to see what they are being hidden from. One might ask, ‘What’s so great about the market that my employer would spend thousands, perhaps millions, of dollars keeping that information away from me?’ A cursory glance at Dr. Sullivan’s article leads me to immediately dismiss it as completely impractical and really what is at the heart of attrition and turnover. Have we all forgotten the Golden Rule?

Do unto others as you would have them do unto you.

Simply put – treat your employees like you would want to be treated. Compensate them well, provide them with perks not available at other firms, ‘golden handcuff’ them, treat them like they are absolutely indispensable and critical to organizational success and you will create loyalty. It really is that simple.

I recently heard of large, international CRO that forces it’s new employees to sign a 2-year commitment regarding the training they receive when they first start with the firm. If the employee resigns within the first two years of employment, he or she will owe the company $20,000!!!! Are you serious? It’s like a pre-nuptial agreement for employment. True, they were having horrible turnover but why not focus on those things that caused the turnover instead of having new employees sign a ridiculous contract?

Would it surprise everyone to know that the number one reason potential candidates give me for considering a new opportunity is that they don’t feel valued by their employer? It’s not compensation, or travel or growth potential. It’s that they don’t feel valued. Corporate leadership really needs to get reconnected with the most critical asset they have – their people.

Remember the Golden Rule.

How’s that for an effective retention strategy?

]]> By: Gregg Dourgarian http://www.ere.net/2006/11/20/a-blocking-strategy-for-increasing-employee-retention-part-1/comment-page-1/#comment-2210 Gregg Dourgarian Wed, 20 Dec 2006 02:09:00 +0000 http://www.ere.net/2006/11/20/a-blocking-strategy-for-increasing-employee-retention-part-1/#comment-2210 It?s no wonder to see the harsh reaction to Dr. Sullivan?s anachronistic blocking strategies which in fact weren?t strategies at all but tactics, crummy tactics at that. Nevertheless, several of his critics suffer from an anachronistic perspective themselves. If in fact markets did work so well, why bother getting up in the morning since someone in the free market will quickly do what you were going to do anyway? And if you do get up, why not hold a job fair on your own premises for competitors to interview your own employees - won't that just speed up the top-grading process? Many of us here I suspect received our education in the post-Vietnam, Milton Friedman era in which free markets were extolled as the solution for everything. We ridiculed the liberals - the Modiglianis and the protectionists. We learned about those evil Keynesians and how they impeded markets. And although we formed our conscience about how business ran better with the freedom from big government, we had no trouble extrapolating the benefits to others including the poor and to labor in general. The fact is that markets don?t work all that well. Just like clients do dumb stuff like using an HR department to do strategic recruiting, employees do dumb stuff like moving on to new jobs that make less sense than the ones we provide them. And since we invest heavily in them, what is wrong with playing some offense when it comes to retention? It?s no wonder to see the harsh reaction to Dr. Sullivan?s anachronistic blocking strategies which in fact weren?t strategies at all but tactics, crummy tactics at that. Nevertheless, several of his critics suffer from an anachronistic perspective themselves.

If in fact markets did work so well, why bother getting up in the morning since someone in the free market will quickly do what you were going to do anyway? And if you do get up, why not hold a job fair on your own premises for competitors to interview your own employees – won’t that just speed up the top-grading process?

Many of us here I suspect received our education in the post-Vietnam, Milton Friedman era in which free markets were extolled as the solution for everything. We ridiculed the liberals – the Modiglianis and the protectionists. We learned about those evil Keynesians and how they impeded markets. And although we formed our conscience about how business ran better with the freedom from big government, we had no trouble extrapolating the benefits to others including the poor and to labor in general.

The fact is that markets don?t work all that well. Just like clients do dumb stuff like using an HR department to do strategic recruiting, employees do dumb stuff like moving on to new jobs that make less sense than the ones we provide them. And since we invest heavily in them, what is wrong with playing some offense when it comes to retention?

]]> By: Eamonn Coleman http://www.ere.net/2006/11/20/a-blocking-strategy-for-increasing-employee-retention-part-1/comment-page-1/#comment-2162 Eamonn Coleman Thu, 30 Nov 2006 02:10:00 +0000 http://www.ere.net/2006/11/20/a-blocking-strategy-for-increasing-employee-retention-part-1/#comment-2162 Actualy, Put these lyrics in to replace those in Eminems 'Mosh' and it wouldnt be half bad.....:) your lyrical poet.... Eamonn Actualy,

Put these lyrics in to replace those in Eminems ‘Mosh’ and it wouldnt be half bad…..:)

your lyrical poet….

Eamonn

]]> By: Karen Mattonen C.A.C., C.S.P http://www.ere.net/2006/11/20/a-blocking-strategy-for-increasing-employee-retention-part-1/comment-page-1/#comment-2159 Karen Mattonen C.A.C., C.S.P Wed, 29 Nov 2006 04:56:00 +0000 http://www.ere.net/2006/11/20/a-blocking-strategy-for-increasing-employee-retention-part-1/#comment-2159 No More War For Talent - Prevention and Retention is the Key Pink Slip ? new company across the Ocean Leaving just a memory Retirement shot, 401k gone as well No, there is nothing left for me Nothing was left behind for me We don't need no 'war for talent' We don't no metrics Control No more new bodies in the office Employee Expectation will be respected Retention and Prevention is the key We will push for Education We will focus on Talent Utilization We will implement understanding We will show appreciation We will return our employee loyalty Fairness and equal Treatment Is not just a fond memory We have seen the writing on the wall Yes all in all Business Success is all about Retaining All our employees We will aim for Employee Reduction Control Hey H.R - Success it's About Retention and Prevention something I wrote a while back - No More War For Talent –
Prevention and Retention is the Key

Pink Slip ? new company across the Ocean
Leaving just a memory
Retirement shot, 401k gone as well
No, there is nothing left for me
Nothing was left behind for me

We don’t need no ‘war for talent’
We don’t no metrics Control
No more new bodies in the office
Employee Expectation will be respected
Retention and Prevention is the key

We will push for Education
We will focus on Talent Utilization
We will implement understanding
We will show appreciation
We will return our employee loyalty

Fairness and equal Treatment
Is not just a fond memory
We have seen the writing on the wall
Yes all in all Business Success is all about
Retaining All our employees

We will aim for Employee Reduction Control

Hey H.R – Success it’s About Retention and Prevention

something I wrote a while back -

]]> By: Martin Snyder http://www.ere.net/2006/11/20/a-blocking-strategy-for-increasing-employee-retention-part-1/comment-page-1/#comment-2154 Martin Snyder Tue, 28 Nov 2006 11:05:00 +0000 http://www.ere.net/2006/11/20/a-blocking-strategy-for-increasing-employee-retention-part-1/#comment-2154 Just hire people who are fantastic at their jobs but for whatever reason would not be attractive to headhunters. The curse of the headhunter is the need to get the greatest, best, perfumed perfection of a candidate, while the current employer merely needs people who can do the job. And of course, you can come flat right out and tell your people that if they are any good, they are going to be recruited, and to watch out for it. The classic challenge facing a 'pretty good team'- can they keep it together long enough to win the whole thing ? Just hire people who are fantastic at their jobs but for whatever reason would not be attractive to headhunters.

The curse of the headhunter is the need to get the greatest, best, perfumed perfection of a candidate, while the current employer merely needs people who can do the job.

And of course, you can come flat right out and tell your people that if they are any good, they are going to be recruited, and to watch out for it.

The classic challenge facing a ‘pretty good team’- can they keep it together long enough to win the whole thing ?

]]> By: Bill Wager http://www.ere.net/2006/11/20/a-blocking-strategy-for-increasing-employee-retention-part-1/comment-page-1/#comment-2150 Bill Wager Mon, 27 Nov 2006 07:07:00 +0000 http://www.ere.net/2006/11/20/a-blocking-strategy-for-increasing-employee-retention-part-1/#comment-2150 Fred: You are, of course, correct--The doctor's ideas on the subject reminds me of the Maginot Line --- but even more expensive and more useless. Defense is not the way to play that game. Fred:

You are, of course, correct–The doctor’s ideas on the subject reminds me of the Maginot Line — but even more expensive and more useless.
Defense is not the way to play that game.

]]> By: Fred St Laurent http://www.ere.net/2006/11/20/a-blocking-strategy-for-increasing-employee-retention-part-1/comment-page-1/#comment-2136 Fred St Laurent Tue, 21 Nov 2006 01:33:00 +0000 http://www.ere.net/2006/11/20/a-blocking-strategy-for-increasing-employee-retention-part-1/#comment-2136 Dear, dear, Doc Sullivan, I think Berlin tried some of these tactics before they erected the wall and gun turrets which was ultimately not effective either. (Although that may be covered in part two) ;-) In the Financial Services arena every email is checked by compliance; phone calls are viciously screened by admins (if you have a name) and sent immediately to the sales manager if you have no name. Firms pay huge amounts of money, known as transition packages (one candidate I moved was given a check for 1.2 million to move) and locked in with 7 year + non-compete clauses as strong as Fort Knox. Firms pay ?deferred income? that is lost on leaving; will slap a TRO (temporary restraining order) on them in a heart beat? Still we always get to and successfully move top performers on a regular basis. Building walls and putting gun turrets up will only keep the weakest from leaving. Employee retention is the key and most of the responses I read this morning are correct! If you want to keep people from leaving treat them well.. or you can do what some old Baptist Churches did in the south years ago; they gave the congregation ?permanent parking? by burying them on the property. Golden handcuffs become a ?ball and chain? in an environment where management is dysfunctional. ?People join good companies but leave bad managers? If any client has a ?revolving door? issue I always suggest that they take a long, objective look at their managers. (Have employees give anonymous feedback on supervisors when they feel safe and know there will not be reprisals). They are always surprised to discover where the problem lies. Bad Managers. Keep people happy and keep happy people! Dear, dear, Doc Sullivan,
I think Berlin tried some of these tactics before they erected the wall and gun turrets which was ultimately not effective either. (Although that may be covered in part two) ;-)

In the Financial Services arena every email is checked by compliance; phone calls are viciously screened by admins (if you have a name) and sent immediately to the sales manager if you have no name. Firms pay huge amounts of money, known as transition packages (one candidate I moved was given a check for 1.2 million to move) and locked in with 7 year + non-compete clauses as strong as Fort Knox. Firms pay ?deferred income? that is lost on leaving; will slap a TRO (temporary restraining order) on them in a heart beat?
Still we always get to and successfully move top performers on a regular basis.

Building walls and putting gun turrets up will only keep the weakest from leaving. Employee retention is the key and most of the responses I read this morning are correct!
If you want to keep people from leaving treat them well.. or you can do what some old Baptist Churches did in the south years ago; they gave the congregation ?permanent parking? by burying them on the property.

Golden handcuffs become a ?ball and chain? in an environment where management is dysfunctional. ?People join good companies but leave bad managers?
If any client has a ?revolving door? issue I always suggest that they take a long, objective look at their managers. (Have employees give anonymous feedback on supervisors when they feel safe and know there will not be reprisals). They are always surprised to discover where the problem lies. Bad Managers.

Keep people happy and keep happy people!

]]> By: Peter Sewall MA, CIR, CDR http://www.ere.net/2006/11/20/a-blocking-strategy-for-increasing-employee-retention-part-1/comment-page-1/#comment-2134 Peter Sewall MA, CIR, CDR Mon, 20 Nov 2006 07:09:00 +0000 http://www.ere.net/2006/11/20/a-blocking-strategy-for-increasing-employee-retention-part-1/#comment-2134 Dr. Sullivan, It is simply smart for a company to eliminate recruiting calls into their company as it is a distraction to productivity. Also, companies should devise strategies to retain employees including researching who competitors are targeting. I believe that a company should take a more proactive approach to make sure that 'valuable' talent remains by affording reasonable job growth, an outstanding corporate culture and an above average compensation plan compared to their competitors. Companies need to get serious with exit interviews to find out why talent choses to leave and what the company can do to prevent fallout in the future. This is a weak link in most corporations. Your suggestion to use 'dry searches' left the hair standing on the back of my neck. I believe that the use of 'dry searches' is an insecure, unethical act that infringes upon personal freedoms. I would love to know that a company in my industry performs 'dry searches'. I would know just what to do. Dr. Sullivan,
It is simply smart for a company to eliminate recruiting calls into their company as it is a distraction to productivity. Also, companies should devise strategies to retain employees including researching who competitors are targeting. I believe that a company should take a more proactive approach to make sure that ‘valuable’ talent remains by affording reasonable job growth, an outstanding corporate culture and an above average compensation plan compared to their competitors. Companies need to get serious with exit interviews to find out why talent choses to leave and what the company can do to prevent fallout in the future. This is a weak link in most corporations. Your suggestion to use ‘dry searches’ left the hair standing on the back of my neck. I believe that the use of ‘dry searches’ is an insecure, unethical act that infringes upon personal freedoms. I would love to know that a company in my industry performs ‘dry searches’. I would know just what to do.

]]> By: Nick Snow http://www.ere.net/2006/11/20/a-blocking-strategy-for-increasing-employee-retention-part-1/comment-page-1/#comment-2133 Nick Snow Mon, 20 Nov 2006 07:04:00 +0000 http://www.ere.net/2006/11/20/a-blocking-strategy-for-increasing-employee-retention-part-1/#comment-2133 Interesting article to post to a bunch of recruiters - but hey, I'm not complaining, the more info I get on the 'counter measures' the better for me. Here's a really full-proof way to keep those pesky headhunters and recruiters away, try taking care of your employees... I know novel concept. Shhh, don't tell, if you focus on defeating the symptom and not the cure, it will continue to make my job easier :-P. Interesting article to post to a bunch of recruiters – but hey, I’m not complaining, the more info I get on the ‘counter measures’ the better for me.

Here’s a really full-proof way to keep those pesky headhunters and recruiters away, try taking care of your employees… I know novel concept.

Shhh, don’t tell, if you focus on defeating the symptom and not the cure, it will continue to make my job easier :-P.

]]> By: Mohamed Ly http://www.ere.net/2006/11/20/a-blocking-strategy-for-increasing-employee-retention-part-1/comment-page-1/#comment-2132 Mohamed Ly Mon, 20 Nov 2006 06:58:00 +0000 http://www.ere.net/2006/11/20/a-blocking-strategy-for-increasing-employee-retention-part-1/#comment-2132 Interesting points are made in this article - good revelations for corporate recruiters on third-party recruiters' strategies. But the best counter-measure or blocking strategy for increasing employee retention remains making sure employees love working where they work and would not give it up without second thoughts. I have been in the multilingual/diversity recruiting business for nearly five years now; and it's the toughest practice considering it takes the already hardest-to-fill Requisitions and complicates everything by adding bilingual or multilingual reuiremens. And never have I come across a block I could not breach; this thing called 'Internet' in combination with networking is the secret weapon to blame for my success. Unless you keep your talents locked in maximum security jails - they would not be employers anymore, would they? - there is just no absolute way to guarantee your talents are inaccessible by headhunters or others. Instead of attempting to create a wall around them, give them sufficient reasons to believe they would be fools to leave all they've got (from pay to job fulfillment to work/life balance to potential and more) with you as an employer and the energy put into retention efforts can serve to actually attract more talents of their kind - the topnotch ones, still out there. Best, Mohamed Ly Operations & Recruiting Director Head of Return on Diversity? Council A2Z Lingua International 1250 Connecticut Avenue, NW, Suite 200 Washington, DC 20036 Direct Line: 202-641-2322 Main: 202-517-1641 Toll Free: 1-888-USE-A2ZLI Fax: 1-202-478-0336 Email: Mohamed.Ly@a2zli.com Web: www.MultilingualPros.com www.A2ZLI.com In this Global Era, if I am selling to you, I better speak your language. But if I am buying, alors vous avez interet ? me courtiser dans ma propre langue! MultiLingualPros.com - The World?s #1 Diversity Source for Multilingual and Cross-Culturally Competent Professionals, across borders, industries and specialties ? from Apprentice to Executive levels Find out more about how we can help at www.MultilingualPros.com, or call 1-888-USE-A2ZLI, today! Interesting points are made in this article – good revelations for corporate recruiters on third-party recruiters’ strategies. But the best counter-measure or blocking strategy for increasing employee retention remains making sure employees love working where they work and would not give it up without second thoughts.

I have been in the multilingual/diversity recruiting business for nearly five years now; and it’s the toughest practice considering it takes the already hardest-to-fill Requisitions and complicates everything by adding bilingual or multilingual reuiremens. And never have I come across a block I could not breach; this thing called ‘Internet’ in combination with networking is the secret weapon to blame for my success.

Unless you keep your talents locked in maximum security jails – they would not be employers anymore, would they? – there is just no absolute way to guarantee your talents are inaccessible by headhunters or others.

Instead of attempting to create a wall around them, give them sufficient reasons to believe they would be fools to leave all they’ve got (from pay to job fulfillment to work/life balance to potential and more) with you as an employer and the energy put into retention efforts can serve to actually attract more talents of their kind – the topnotch ones, still out there.

Best,

Mohamed Ly
Operations & Recruiting Director
Head of Return on Diversity? Council
A2Z Lingua International
1250 Connecticut Avenue, NW, Suite 200
Washington, DC 20036
Direct Line: 202-641-2322
Main: 202-517-1641
Toll Free: 1-888-USE-A2ZLI
Fax: 1-202-478-0336
Email: Mohamed.Ly@a2zli.com
Web: http://www.MultilingualPros.com
http://www.A2ZLI.com

In this Global Era, if I am selling to you, I better speak your language. But if I am buying, alors vous avez interet ? me courtiser dans ma propre langue!

MultiLingualPros.com – The World?s #1 Diversity Source for Multilingual and Cross-Culturally Competent Professionals, across borders, industries and specialties ? from Apprentice to Executive levels

Find out more about how we can help at http://www.MultilingualPros.com, or call 1-888-USE-A2ZLI, today!

]]> By: Maureen Sharib http://www.ere.net/2006/11/20/a-blocking-strategy-for-increasing-employee-retention-part-1/comment-page-1/#comment-2130 Maureen Sharib Sun, 19 Nov 2006 11:31:00 +0000 http://www.ere.net/2006/11/20/a-blocking-strategy-for-increasing-employee-retention-part-1/#comment-2130 So THAT'S how they're doing it! ;) I can't wait to read Part II - thanks, Dr. Sullivan! 'The few are those preparing to defend against others, the many are those who make others prepare to defend against them.' ~ Sun Tzu, The Art of War, Ch. Six: Weakness and Strength http://www.sonshi.com/sun6.html So THAT’S how they’re doing it!

;)

I can’t wait to read Part II – thanks, Dr. Sullivan!

‘The few are those preparing to defend against others, the many are those who make others prepare to defend against them.’ ~ Sun Tzu, The Art of War, Ch. Six: Weakness and Strength
http://www.sonshi.com/sun6.html

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