Notes
Introduction
1. For the cost of “mis-hires,” see Bradford D. Smith, Topgrading (New
York: Prentice Hall Press, 1999), 45–59.
Chapter 1
1. Based on “21st-Century Job Descriptions,” Harvard Management
Communication Letter (February 2001): 10–11.
2. Pierre Mornell, Hiring Smart! (Berkeley, CA:Ten Speed Press,1998),
123.
3. Ibid., 124
Chapter 2
1. This section draws heavily on “Online Hiring? Do It Right,” Har-
vard Management Update, February 2000.
2. Peter Cappelli,“Making the Most of On-Line Recruiting,” Harvard
Business Review 79, no. 3 (March 2001): 139–146.
3. Claudio Fernández-Araóz, “Hiring Without Firing,” Harvard Busi-
ness Review 77, no. 4 (July–August 1999): 108–120.
4. Ibid.,114.
5. Ibid., 114–115.
6. See Melissa Raffoni,“Use Case Interviewing to Improve Your Hir-
ing,” Harvard Management Update, July 1999.
7. Ibid.
8. Timothy Butler and James Waldroop, “Job Sculpting: The Art of
Retaining Your Best People,” Harvard Business Review 77, no. 5 (Septem-
ber–October 1999): 144–152.
9. Ibid., 144–152.
10. Subrata Chakravarty, “A Model of Superb Management: Hit ’Em
Hardest with the Mostest,” Forbes, 16 September 1991: 48-51.
155
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156 Notes

employee retention has been articulated in an unpublished work by
Robert Duboff, Hobson’s Solution: Putting People and Customers First, Ernst
& Young, LLP, 2001. In it, Duboff advises companies to begin looking at
their employees as customers. Doing so, he believes, makes it possible to
apply proven marketing concepts to the task of identifying and retaining
the most valuable employees and employee segments.
3. Ibid., 107.
4. See Frederick Herzberg,“One More Time: How Do You Motivate
Employees?” Harvard Business Review 65, no. 5 (September–October 1987):
109–120.
HBE001_Notes_.qxd 10/02/2002 11:47 AM Page 156
5. American Management Association/Ernst & Young Survey press
release, Ernst & Young, LLP, 20 April 1999.
6. Cappelli, “A Market-Driven Approach to Retaining Talent,” 105-
106.
7. Timothy Butler and James Waldroop, “Job Sculpting: The Art of
Retaining Your Best People,” Harvard Business Review 77, no. 5 (Septem-
ber–October 1999): 144–152.
8. Cappelli,“A Market-Driven Approach to Retaining Talent,” 108.
9. Ibid., 109.
Chapter 5
1. The Gallup Organization, Employees Speak Out on Job Training: Find-
ings of a New Nationwide Study, 1999.
2. U.S. Bureau of Labor Statistics, “BLS Reports on Employer-
Provided Formal Training,” press release, 23 September 1994.
3. Clair Brown and Michael Reich, “Developing Skills through
Career Ladders: Lessons from Japanese and U.S. Companies, California
Management Review 39, no. 2 (Winter 1997): 124–125.
4. Ibid., 129.
5. “Corporate Universities: The New Pioneers of Management Edu-


policies.
9. Mahlon Apgar IV, “The Alternative Workplace: Changing Where
and How People Work,” Harvard Business Review 76, no. 3 (May–June,
1998): 121–136.
10. See < />11. Felice N. Schwartz, “Management Women and the New Facts of
Life,” Harvard Business Review 67, no. 1 ( January–February, 1989): 65–76.
Chapter 7
1. See BCG’s Web site, < />login.asp>, 22 February 2002.
2. “Alumni Relations During a Downturn,” Daily Deal, 27 September
2001.
158 Notes
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Glossary
AFFILIATION
The opportunity to work with liked, admired, and
respected colleagues; a work value that many employees consider
important.
ALUMNI RELATIONS
An organized program that aims to maintain posi-
tive links between the firm and former employees.
ATTRITION
The departure of employees.
BOOMERANG
A former employee who is rehired.
BURNOUT
Work exhaustion resulting from overload or other changes in
an employee’s work situation.
CONTINGENT WORK FORCE
The portion of the work force consisting of
part-time employees, freelancers, and temporary workers.