The president of San Ramon, Calif.-based engineering firm Engeo always leaves his door open.
In fact, the organization practices “servant ,” which puts the president on the bottom of the organizational chart and tasks him with serving the employees.
The model involves sharing knowledge and expertise with employees at all levels.
Employees have access to the organization’s financial information, and the president holds monthly “noonies” to answer questions ranging from how the company is faring in the weak economy to which football team he roots for, said HR Director Valerie Davis.
Of 147 employees, Davis said she can count on one hand the number of employees who have left their jobs voluntarily since the program began.
Part of Engeo’s retention strategy: Employees have a say in what kinds of benefits the company offers.
Contact: Valerie Davis, HR director, at firstname.lastname@example.org.
- How to Fire an Employee the Legal Way: 6 Termination Guidelines
- 10 Secrets to an Effective Performance Review
- Pay or no pay, do what you love
- Tap into new generation of low-cost online training tools
- 'Secret' reviews are bad policy and may be illegal
- Counter retaliation claims by tracking PHRC and EEOC filings, internal complaints