Discussion Guide for Love 'Em or Lose 'Em

Getting Good People to Stay

by Beverly Kaye and Sharon Jordan-Evans

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Here are some questions that will enable you to gain the perspective of your colleagues as you grapple with the war for talent in your own department!

The first set of questions reflects the mission of our first two chapters: A for Ask (Ask Your People What Will Keep Them) and B for Buck (It stops with You). These two are critical success drivers for the remaining 24 chapters!

1. Discuss five reasons why you have stayed with an organization for at least two years. Which of these might be true for people who report to you?
2. What is the worst (and best) thing that could happen if you asked each of your talented employees what would keep them?
3. Why would it be beneficial to know why an employee would leave your organization?
4. Where and when can you engage in "retention conversations?" How might you hold them Individually? Collectively? What are the pros and cons of both?
5. What signs might you see from an employee who is unhappy with their work situation?
6. What should you do if you suspect someone is unhappy and checking out other options?
7. Read AJ's short note on page XV of the introduction. Discuss the reasons why AJ is leaving. Which ring true for your organization?
8. Identify who has the most impact on each of the reasons listed above. Is it the senior executive team? HR? Or AJ's manager?
9. Think of a good manager you worked for in the past. What did that manager do that ignited loyalty on the part of the employees? Describe a "disappointing" experience with a poor manager. What were the ramifications?
10. How have you seen managers pass the retention "buck?" What is the effect on their team?
11. How can managers best work with HR, or the Senior Team to collaborate on the retention of key performers?
12. What do you want or need from your own manager in order to be successful and happy at work? Have you told your manager? Do you know what your employees want from you? When and how will you ask?

The second set of questions contains overarching challenges. They cover all 26 strategies in the book. To begin a discussion using these, you might refer to the table of contents in the book. (Of course, we'd much rather have you read the entire book…but the table of contents will do for starters!) See if you can pinpoint one or more chapters (letters) for each of the questions. Compare your answers with those of your colleagues.

1. Which is the biggest reason people leave our organization? Why?
2. Which is the main reason new employees are attracted to our organization? Why?
3. Which strategy would not be a fit for our organization culture? Why? Which is already quite embedded in our culture? Explain.
4. With which strategy do our current attitude surveys concur? Explain.
5. Which strategies seem the easiest to do something about immediately? Most difficult? Explain.
6. To which strategy could you make a personal commitment NOW?

Discussion questions provided by the authors, Beverly Kaye and Sharon Jordan-Evans.

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