The employment rules today are there are very few rules. There's no longer a stigma attached to people who have had three - four job changes in the last few years. That's good news for people who want to "shop." It's bad news for companies. Senior executives know that 60 - 80% of the organization's inventory leaves through the front door every evening. Every time part of that inventory doesn't return it costs dearly to replace the individual. Since no one has unlimited staffing budgets employee retention is the best way to keep your largest cost under control. The primary motivation for individuals job hunting is seldom simply a bigger paycheck. There are low-cost efforts you can undertake to retain the people you want to keep.

1. Flexible Hours
2. Telecommuting
Increasingly executives are realizing that flexible hours and telecommuting are the most cost-effective ways to not only hire new good people and retain present personnel. The combination of flex time and flex place are inexpensive and convenient. Many times it also makes better use of your overall resources - physical and fiscal. Mangers are realizing they can focus the best possible person for the job - regardless of where he or she lives. They eliminate the high cost and personal disruption and concerns that surrounds relocation. This is especially true for companies in New York City or California where housing costs and daily commutes are more than some people want to confront. With telecommuters, companies also don't have to pay for office space, parking and commuting costs. In many instances the savings can be substantial. More than 60% of the nation's firms have increased the number of telecommuters over the past two years. And, according to AT&T's National Survey of Teleworker Attitudes and Work Styles, 60+ % of the respondents felt telecommuting was positive for their careers. Sixty-two percent found no difference in working at home and 15% felt more connected to their workgroups. Seventy-one percent were more satisfied with their jobs after they began working at home. In making the move, companies must outline the location and hours of work, who owns the equipment and who's responsible for repairs. Many firms find that with Internet connectivity people are not only more productive when they work off-site but they actually put in longer hours. The individual's commute is only 15 steps rather than 15+ miles and people can focus all of their attention on the task rather than routine office interruptions.

3. Praise
It sounds extremely simple but with reduced staffs, increased workload and compressed time schedules, it is easy to forget compliments. While some people are self-reliant and self-assured, it is amazing what a few well-chosen words can do. People need to know that their efforts for the company are recognized and appreciated. This is especially true for junior people who may be taking on projects or activities for the first time. Each success should be acknowledged so the individual will grow and have the confidence they are growing personally and professionally. But don't overdo it and don't spread the praise around so much that it becomes meaningless.

4. Employees Training Employees
Firms spend hundreds of thousands and millions of dollars each year conducting formal training sessions. For some of the skill sets, formal training is a must. However, increasingly organizations find that it is not only more cost-efficient but also more effective to have employees teach each other. The company's most valuable resource is its people; leverage their experience, capabilities and technical/work expertise. Mentoring allows seasoned professionals to share not only theory but also "real world" experience. This is often more valuable than classroom instruction. It helps both the trainer and the trainee. The trainer gains recognition for his or her technical or business expertise. The trainee gains insights into practical applications and knowledge they can confidently and immediately use.

5. Clear career paths
Let employees know the company's and department's plans for the next one, three and five years. Identify opportunities for people. Explain what is required for them to move forward in the organization. Without a clear-cut understanding of what they have to do to advance, people quickly become demotivated. At that point they begin looking for "better" opportunities.

6. Work with cutting-edge technology
Every organization, advocates letting people work on special or new technology implementation projects. But these programs and projects are often given to the same few "stars." The high-potential types get the projects because management wants to make certain the effort succeeds. As a result some members of the team never get the chance to stretch themselves and grow. If you find this occurring, use the team approach with teams made up of senior and junior personnel. Keep in mind that even your best staff members aren't good at everything. Sometimes they can learn from new members in the team. As individuals develop a broader range of understanding and expertise let them lead teams on new projects. This keeps people from being pigeonholed or left out so they cease to grow.

7. Shield your people
Whether clients are internal or external, one of senior management's most important jobs is to manage and control the interaction between "clients" and staff. Senior managers should be the lightning rod that shields others in the team so they can focus on their work. Because your work is an inexact science at best, occasionally things will go awry despite the best plans and individual efforts. When this happens, it's the manager's responsibility to not only defend staff personnel but also take the heat. Once the problem is solved or resolved, the individual(s) involved can be counseled on how the situation could have been avoided or corrected so the problem is avoided in the future.

8. Emphasize benefits package value
If your company offers good benefits, make certain employees know the value of those benefits above and beyond their weekly or monthly paychecks. Depending upon the company, benefits can be 20-30 percent of their total compensation. In addition, you may want to consider adding or offering benefits that cost very little or nothing. Noncash incentives can be a key means of retaining people. The right mixture of these incentives often helps keep employees and often keeps them from leaving just for an increase in his or her salary. Days off with pay at the completion of a major project, paying for attending conferences and educational/informational seminars, flex time, childcare, wellness credits, corporate or departmental health club sponsorship and similar benefits can do a lot to keep people from considering job offers.

9. Supportive Culture
Recognizing birthdays, anniversaries and special occasions as well as impromptu parties for the completion of a major project is a cultural activity that says "you're important" and "you matter." Little things can build big loyalty. However when this cultural support comes down as a corporate edict it is often ineffective.

10. Small gifts, Cash Prizes
Small, impromptu gifts such as sporting event tickets, free meals, theater tickets and on-the-spot cash awards of $25 - $50 is a way for department mangers to recognize an individual's accomplishments or contributions to the organization. But since incentive awards have become commonplace they can often lose their effect. When the awards are given, combine them with public recognition. The football tickets or dinner aren't important to professional staff members and certainly won't keep them from taking a better job offer. However, receiving the recognition in front of their peers can build team and organization loyalty.

When the big offers come they can force people to consider a move. It's up to corporate and department managers to use as many of the low-cost incentives as possible to keep people from looking for a new job or cut off overtures at the outset. Low-cost incentives should be part of your total compensation program. Don't take them for granted or you'll continually be hiring and training new people. Constant replacement is far more expensive than the incentives.

Help Wanted: Channel Manager Opportunity
Candidates will preferably live in CA or TX, or anywhere else in the Western region and will be based remotely. Base salary will be in the $70 - $80K range, and total package will be in the $140 - $160K range + stock options. Average deal size is $75K - $150K. Reports directly to COO and Founder. This young company has raised $20M and still has most of it in the bank. The company broke even in 2003 and had their first profitable quarter in 2004 and has over 100 clients. Channel Manager for a networking solution with a strong security foundation. Company is seeking an extremely proactive and dedicated team player to develop and manage Company's channel partners in the mid-west and western regions of North America. The Channel Manager will be responsible for identifying and recruiting appropriate channel partners into the Company's Value Added Reseller Program. Once these partners are part of this program the Channel Manager will be responsible for training and managing them to ensure their success and the success of the overall Value Added Reseller Program through increased channel sales revenue. Please direct your responses to: archie@gelbassoc.com.

Top-Selling Software Week of May 23 – May 29, 2004
Business
1	MS Office 2003 Student/Teacher Ed	Microsoft	$144
2	QuickBooks 2004 Pro	Intuit	$278
3	QuickBooks 2004	Intuit	$199
4	AD Guard	Valusoft (THQ)	$20
5	Norton AntiSpam 2004	Symantec	$40
6	MS Office 2003 Pro Upgr	Microsoft	$309
7	MS Office XP Student & Teacher Ed Acad	Microsoft	$129
8	MS Office 2003	Microsoft	$390
9	MS Office 2003 Student & Teacher Ed	Microsoft	$142
10	SpamCatcher 3.0	Aladdin	$30
List is based on units sold by twenty-three channel partners. For more information, please contact The NPD Group at (703) 376-6226.