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Candidate Retention

  • Armin Trost
Chapter
Part of the Management for Professionals book series (MANAGPROF)

Abstract

Having examined the Employee Value Proposition and active sourcing strategies, we now come to the third component of TRM: candidate retention. The essence of the idea is quite simple. You usually only meet good people once in life, which is why employers should make every effort to hold onto any promising candidates they meet and deem suitable for their company. I will use an example to further explain this idea. A student has enjoyed an internship at a company, and was found to be a talented, motivated, socially involved person. The company would like to employ this student straight away, but he/she “unfortunately” needs to complete his/her studies. In this case, candidate retention would mean actively maintaining contact with this person so as to secure them at the company once his/her studies are over. But this is just one example to help clarify the concept.

Keywords

Customer Relationship Management Retention Activity Retention Measure Sales Process Employee Retention 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

References

  1. Gladwell, M. (2001). The tipping point: How little things can make a big difference. Boston: Little Brown and Company.Google Scholar
  2. Gladwell, M. (2006). Blink: The power of thinking without thinking. London: Penguin.Google Scholar
  3. Sertoglu, C., & Berkowitch, A. (2002, June). Cultivating ex-employees. Harvard Business Review, 80(6), 1–2.Google Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2014

Authors and Affiliations

  • Armin Trost
    • 1
  1. 1.Furtwangen UniversityVillingen-SchwenningenGermany

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