The majority of companies accept the fact that all employees won't be first string and that some players will eventually accept offers from the rival team across town. But companies can take steps to increase the odds of hiring the best and brightest--and getting them to stick around. Sure, you have to dot your I's and cross your T's: conducting job analysis and accurate job descriptions, screening applications, checking references, etc. But there are other ways to find the right employees and create unwavering allegiance to your company. Here are three of them:

1. Find and attract winning people
How do you attract the right people? Be the right company. While you're taking the measure of future employees, rest assured that they're also checking your company's pulse. Make sure you can and do clearly state where your company has been, where it is today, and where you plan to be in the future. The recruit knows where they want to be five years from now--it's up to you to prove to them that you'll help them get there.

Woo them with a winning past performance. You need to not only show them that you can do it, but that you have done it. Be clear in stating your commitment to growth and dedication to continuous improvement.

2. Screen your recruits
Companies usually are good about making sure potential employees have the skill sets needed to fill the job description. But you also need to ...

Know employee strentghs & weaknesses Take a complimentary DiSC Personal Profile/Human Behavior report		What would Frank Savage do? How 'Twelve O'clock High' is changing the way people lead.		Blowing our own horn Read what the best and brightest have to say about Global.

...profile leadership and management ability--as well as their ability to work in a team environment. You have to know what your employees can and can't do before you can field a winning team.

Behavioral research suggests that the most effective companies are those that understand both the strengths and weaknesses of employees--so that they can develop strategies to meet the demands of their environment. Using a personal profile/human behavior assessment tool, like DiSC, is a must to make sure you're creating effective teams that work well together and to gauge exactly what role individual employees should play. DiSC gives leaders insight into motivating, managing, and communicating with new employees--essential knowledge for winning teams.

If you've never tried DiSC, take a complimentary DiSC assessment.

3. When you find the right people, make sure you don’t lose them
If you’re losing people it might be because of hope. The hope that they’ll better realize their personal goals somewhere else. To curb this, you need to instill strong allegiance to your company—the same allegiance people feel towards their last name. People would scoff if asked to change their last name. You want that same reaction when recruited by a competing company.   You need to create a feeling of excitement in your employees. They need to know that your commitment to their development will overcome any obstacles in business momentum or downturn in the market.

The truth is, employees don't quit companies, they quit managers. Employees are looking for valued leaders that they can follow and who will help them by providing growth opportunities that allow them to reach personal goals. Development, training, and responsibility will all help keep employees happy.

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MUST READS

Flip-Flops, Torn Jeans -- And Control (Business Week)
Abercrombie's Mike Jeffries is quirky and informal, but he sure hates to delegate.

Exit Interviews (WSJ by way of Post-Gazette)
Free at last, is it smart to really be candid?

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BY-THE-NUMBERS

• 35% of survey takers instruct their assistant to tell callers that they're "in a meeting" when they really just don't want to be bothered.
• 24% have given a good performance review to a worker who maybe didn't deserve it.
• 27% have fudged the size of their current or most recent salary when discussing job opportunities with potential employers.
• 31% sometimes "embellish" their professional experience when circumstances call for it.
• 25% have told an employee "no" and blamed company policy or bosses when it was really their decision.

Check out the rest of Fast Company's survey.

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HR JOBS

Broadcom is looking for a Director of Global Staffing. Business Partner and Process Leader - Create a focused Talent Strategy and Implementation plan for the function and for each business unit including, system, process, tools and metrics.

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