Here Today, Here Tomorrow: Transforming Your Workforce from High-Turnover to High-Retention

by Gregory P. Smith

Challenging traditional attitudes about retaining workers, author and consultant Gregory P. Smith outlines the new rules for dealing with worker shortages, the high cost of turnover, a diminished work... This description may be from another edition of this product.

• Format: Paperback
• Language: English
• ISBN: 0793145538
• ISBN13: 9780793145539
• Release Date: October 2001
• Publisher: Dearborn Trade
• Length: 249 Pages
• Weight: 0.85 lbs.
• Dimensions: 0.7" x 6.6" x 9.0"

Customer Reviews

Here Today,Here Tomorrow

This is a must-read for anyone in management. It is timely and informative, with many solid examples of what works.

Great Information For Managers/Management Students

[...] If managers want to see an increase in productivity and a positive impact on the bottom line, then focus on retention, says Gregory Smith, consultant and owner of the Chart Your Course International Consulting. Depending on the industry, turnover rates vary from 300% (fast food industry) to an organization like SAS with a turnover that has never exceeded 5 percent in its 20 years of existence. Low-employee turnover allows organization to focus on revenues and productivity. Smith’s research reflects that at a minimum, it costs $4-$7K to replace an hourly worker and up to $40K to replace a midlevel, salaried employee. The costs associated with turnover may include lost customers, business, damaged morale, and then the hard costs of time spent in screening, verifying credentials, references, interviewing, hiring and training the new employee just to get back to where you started. This expenditure of time and money does nothing to give a manager or an organization a competitive edge. However, despite these known costs and loss of productivity, Development Dimensions International reports that 54 percent of businesses do nothing to create a high-retention culture or reduce high employee turnover. The revolving door keeps moving – employees leave, managers interview and hire more workers allowing competitors with low turnover to focus more on productivity.. Smith’s book provides eight elements that high-retention organizations have in common.1.Purpose. People want to be part of an organization that stands for something that provides them with personal fulfillment and meaning. Singapore International Airlines (SIA) prides itself on customer service. They improved retention ratios by placing more time and effort in the selection and training of employees and aligned the training to support the organization’s mission goal of providing excellent customer service. Today when customers are happy, they express their appreciation to SIA employees who are proud of being on the SIA team. Smith provides dozens of suggestions from high-retention organizations to create a meaningful work environment where employees are proud, happy, and more productive. 2. Caring management. Smith uses a General Ulysses S. Grant’s quote, "There’s no bad soldiers, only bad leaders" to remind readers that poor leaders and managers can be a problem and on-going leadership development is critical. He shares a number of leadership development strategies used by low-turnover organizations. How can a manager or leader create the type of environment where employees would come to work even if they were not paid?3. Work schedules and benefits that allow work/life balance. The downsized, super competitive work environment of today often forces employees into putting their family in a secondary position. The Randstad North American Employee Review recently found in a t survey that only 34 percent of the American employees now want a traditional full-time job. Sm

Great Book!

This book is helpful to both front-line and middle managers who are looking for real-world solutions to the turnover and morale crisis many companies are facing today. Learn to keep you top performers.

A Must Read

Whenever I read something that Greg has written, I take something away. His advice does not only make sense - it's applicable! Some examples of how to best reward desired behavior - and therefore make your company or department a desirable place to work - are easily adapted to your own situation, other aspects, such as changing your own attitude to become a better manager of people, is more difficult, but the results can be astounding. Greg's books are in a very elite place in my office: at arm's length. They are dog-eared, have margin notes and a lot of underlined passages and exclamation marks. My edition of "Here Today, Here Tomorrow" still looks presentable because it's too new to have undergone "the treatment", but it'll end up like his other publications (for instance "The New Leader").

Great Book

Here Today Here Tomorrow is a great book. This book is easy to read and is helpful for both mid-level and executives alike. Lots of facts, data and just enough stories to make it a very interesting read. Not the usual, dull business book. Buy this book and improve your retention and productivity problems.