Retention Incentives For Protecting The Investment Required To Recruit A New Employee.

After you and/or key members of your staff have completed all the steps necessary to making a successful "hire", i.e., updating the written job description and entry compensation, running the ads and/or other recruitment activities, answering the telephone calls, reviewing the applications and/or resumes, contacting the candidates, setting the appointments for interview, interviewing, possible testing, re-interviews, test/interview evaluations, job tours, making the final selection and job offer, drug testing, background verification steps, authoring the written job offer, communicating the job offer, evaluating background search results, scheduling and possibly giving company orientation and completing all the "new hire" reports and possibly scheduling training, your company has invested considerable time, effort and money to obtain the best person possible. The last thing you want to see is that employee's resignation. Therefore, decision makers often for effectiveness should review RETENTION INCENTIVES. The trap to avoid is to form a paradigm about incentives because "that's the way we have always done it..." The effectiveness of incentives beyond meeting the minimum wage or salary relevant to a given position appears to change dramatically with each new generation or cultural change. It wasn't that long ago that many companies had only full time career employees. Now, many of these same companies offer part-time, job sharing and telecommuting positions.

Awards and anniversary gifts, retirement gifts, recognition and holiday gifts will be available soon.