RECRUITMENT AND RETENTION
BEST PRACTICES FROM 10 COMPANIES SELECTED BY FORTUNE MAGAZINE (May
2000)
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Home Depot: Makes employees feel like valued "Associates" who are given quick responsibility.
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Cisco Systems: No one does a better job of integrating new businesses and acclimatizing new employees. Has a great orientation program and welcoming, involving existing employees.
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Capital One: Tests (cognitive and non-cognitive) recruits and evaluates against a database of successful employees at the company. Also, focuses on referrals from current employees.
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Southwest Airlines: Tests for attributes that fit with the company culture and specific skills for specific jobs.
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Valero Energy: To ensure that job candidates fit into this philanthropic culture, Valero administers a test – based on rigorous assessment of its own employees – that measures, among other things, a candidate's level of community involvement. Valero management also lavishes attention on its own community – its employees. "People are smart. They know when management is sincere."
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General Electric: Conducts management and executive development training for stars and "hopefuls" - done by company executives.
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Goldman Sachs: Conveys and maintains its aura of exclusivity - the best and most prestigious.
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Enron: Employees are encouraged to be risk-taking career builders and are given entrepreneurial opportunities.
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SAS Institute: "If you treat employees as if they make a difference to the company, they will make a difference to the company." Attention to life balance needs and perks.
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Omnicom: "Coopetition. Our companies compete and cooperate where it is logical." The jazz sessions are meant to accomplish the cooperation side of the equation, by bringing together CEOs from the different business units to network, exchange ideas, and - if the chemistry is right - form partnerships.
tel: 212 593-1549
fax: 212 980-7940
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