SHRM SCP: Business Mgmt, Leadership & Strategy

Quit Rate Business: Critical Evaluation People: Employee Engagement & Retention

(Total quits ÷ average workforce) x 100

Kotter's 8 steps Change Theory Business: Consultation

1. Establish a sense of urgency 2. Create the guiding coalition 3. Develop a vision and strategy 4. Communicate the change vision 5. Empower the broad-based action 6. Generate short-term wins 7. Consolidate gains and produce more change 8. Anchor new approaches in the culture

Organizational life cycle

1. Introductory 2. Growth 3. Maturity 4. Decline

Maslow's Hierarchy of Needs Motivation Theory Leadership: Leadership & Navigation

1. Physiological Needs 2. Safety and Security 3. Relationships, Love and Affection 4. Self Esteem 5. Self Actualization

Corporate/Organizational Culture Types

1. Traditional Culture - Centralized decision making - Employees not empowered 2. Highly skilled - "Baseball team" - Empowered employees 3. Innovative - Rewards outweigh risk if ideas succeed. - Highly empowered employees 4. Social culture - Collaborative - Lots of empowerment - Employees share common value of company's mission.

Lewin's Change Model Change Theory Business: Consultation

1. Unfreezing: This stage creates openness to change by identifying and communicating the need for the change. The business case for the change is made, and employees creative problem solving skills are solicited in order to maximize employee buy-in. 2. Changing: During this stage, actions move an organization from its current state to its desired state, and changes are made using consistent messaging to manage resistance to the change. 3. Refreezing: In the final stage of the theory, the change becomes normalized to prevent backsliding. The outcome is evaluated, and additional changes may occur if needed to reach the desired outcome.

Shared Services Org: Structure of the HR Function

A business model that enables resources to be leveraged across an entire organization resulting in lower costs with agreed upon customer-service levels. In many instances, Shared Services is a separate business unit created within a company or agency accountable for delivering a suite of services to both the operating business units and the corporate functions.

Total Quality Management (TQM) Quality Workplace: Risk Mgmt

A customer-driven, quality improvement approach that recognizes the only way to eliminate waste is to improve work processes. a comprehensive approach - led by top management and supported throughout the organization - dedicated to continuous quality improvement, training, and customer satisfaction

Delphi Technique

A decision-making technique in which group members do not meet face-to-face but respond in writing to questions posed by the group leader.

nominal group technique

A decision-making technique in which group members: 1. Generate ideas and solutions independently 2. Record idea/prediction 3. Discuss suggestions with whole group 4. Rank/Vote on the suggestions

Balance Scorecard Approach

A process for translating a company's strategy into measurable objectives and plans organized into four perspectives. 1. Financial 2. Customer 3. Internal Business Process 4. Learning and Growth - Developed by Kaplan and Norton.term-130

Force Field Analysis

A technique for determining which forces drive a proposed change and which forces restrain it.

Path-Goal Theory Leadership: Leadership & Navigation

A theory that states that it is the leader's job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization. The Four Styles 1. Directive 2. Supportive 3. Participative 4. Achievement-oriented The directive path-goal clarifying leader behavior refers to situations where the leader lets employees know what is expected of them and tells them how to perform their tasks. The theory argues that this behavior has the most positive effect when the employees' role and task demands are ambiguous and intrinsically satisfying. The supportive leader behavior is directed towards the satisfaction of employees' needs and preferences. The leader shows concern for the employees' psychological well-being. This behavior is especially needed in situations in which tasks or relationships are psychologically or physically distressing. The participative leader behavior involves leaders consulting with employees and asking for their suggestions before making a decision. This behavior is predominant when employees are highly personally involved in their work. The achievement-oriented leader behavior refers to situations where the leader sets challenging goals for employees, expects them to perform at their highest level, and shows confidence in their ability to meet this expectation. Occupations in which the achievement motive were most predominant were technical jobs, sales persons, scientists, engineers, and entrepreneurs.

Adam's Equity Theory Motivation Theory Leadership: Leadership & Navigation

A theory that states that people will be motivated when they perceive that they are being treated fairly; the idea that employees try to maintain equity between inputs and outputs compared to others in similar positions

Emotional intelligence (EQ or EI) Leadership: Leadership & Navigation

Ability to be sensitive to and understand one's own and others' emotions and impulses.

Hostile Takeover Org: Workforce Management

Acquisition of a company by purchasing the majority of outstanding shares of that company in the open market against the wishes of the target company's board.

Turnover Business: Critical Evaluation People: Employee Engagement & Retention

Act of replacing employees who are leaving an organization. Attrition or loss of employees.

Divisional Organizational Structure Org: Org Effectiveness & Dev

An organizational structure composed of separate business units separated on the basis of product or customer market or region.

Matrix Organization Structure Org: Org Effectiveness & Dev

An organizational structure that combines functional and divisional approaches to emphasize project or program teams. "2 bosses" - Requires coordination and clear communication and alignment between managers - Can create confusion for employees

Workforce Analysis People: HR Strategic Planning

Analysis that involves identifying current (supply analysis) and anticipated future supply of labor and skills, identifying what you need and will need in the future in terms of labor, skills and competencies (demand analysis), and then identifying the gaps between the current and future supply and current and future demands (gap analysis). Then you action plan around how to reduce the gaps (Solutions analysis)

Full acquisition Org: Workforce Management Business: Business Acumen

Buyer buys shares and control of the target company

Acquisition Org: Workforce Management

Buying one company (the target) by another.

Types of HR Structures

Centralized: A strong corporate HR office that serves as a central decision-making authority and supplies HR services throughout the organization. Decentralized: Autonomous HR functions housed in separated business units (e.g., by product line or geography) that operate and make decisions mostly independently of the other units. Mix of both/matrix: A shared, centralized corporate HR body combined with other relatively independent, localized HR functions that benefit from both centralization and decentralization. Outsourced: HR structures that primarily use external brokers and networks to perform the HR function. Within the first three structures, common HR service delivery methods include: Centers of excellence. Specialists in areas such as staffing, compensation, training, benefits and labor relations offer services across the organization upon request to executives in business units. Shared services. Self-service or call center operations promote HR expertise and deliver improved services across the organization. This model relies on the division of HR tasks and expertise. HR business partners. HR professionals operate as internal consultants assigned to heads of divisions or otherwise embedded within business units. Arguably, this approach can have the greatest influence on the organization's strategic success.

HR's role in M&A? Org: Workforce Management

Communications Reorganization of company structure

Corporate Social Responsibility Workplace: Corporate Social Responsibility

Companies' acknowledged responsibility to society. A shared value describes how businesses can make money while also creating value for society. "Caring capitalism"

Gap Analysis Workforce Analysis People: HR Strategic Planning

Compare supply with demand analysis to determine future shortages and excess in the number of employees needed, types of occupations, and competencies

Concepts in Organizational Structures

Decision making cultures - Centralized (Hierarchical, Chain of command) - Decentralized (Flat, Self-directed & empowered) Organization Structures 1. Functional 2. Divisional 3. Matrix

Decentralization People: HR Strategic Planning Org: Structure of HR Function

Degree to which decision-making authority is given to lower levels in an organization's hierarchy. * When employees are going to be empowered to be self-directed, they must be aligned with the mission and trained

Centralization People: HR Strategic Planning Org: Structure of HR Function

Degree to which decision-making authority is restricted to higher levels of management in an organization.

HR's due diligence during a M&A Org: Workforce Management

Due diligence examples Acculturation - will cultures merge? Financials - Acquiring company takes on liabilities. How are retirement programs funded? Legal - Any outstanding lawsuits? Unions - Is it unionizing?

Reward Theory Motivation Theory Leadership: Leadership & Navigation

Employees will repeat behavior that is rewarded and will avoid behaviors that are not rewarded. Paying for performance, not just time worked, influences high performers.

Growth-share matrix People: HR Strategic Planning

Evaluates a company's Strategic Business Unitss in terms of market growth rate and relative market share

Philip Crosby Absolutes of Quality Quality Workplace: Risk Mgmt

Focused on management as the key factor. 14 point system, plus 4 absolutes of quality: Conformance to Requirements: With clear standards defined by management, quality can be determined by whether the product meets the established standards. Prevention: Avoid poor quality by doing things right the first time. Performance Standards: Quality standards should result in zero defects when they are met. Measurement: The added cost of not producing zero-defect products in the first place is what should be measured.

Herzberg's Two-Factor Theory Motivation Theory Leadership: Leadership & Navigation

Focuses on outcomes that lead to higher motivation and job satisfaction (Motivators), and those outcomes that can prevent dissatisfaction (Hygiene).

Asset Acquisition Org: Workforce Management Business: Business Acumen

Form of takeover in which another firm buys all the assets of a firm and gains control through control of the firm's property. If structured property, the acquirer avoid liability for the debts of the acquired business.

Gundling Working Globesmart

Global leadership? 1. Establishing Credibility 2. Giving and Receiving Feedback 3. Obtaining Information 4. Evaluating people 5. Working on a Global Team 6. Training and Development 7. Selling 8. Negotiating 9. Strategic Planning 10. Transferring Knowledge 11. Innovation 12. Managing Change

Supply Analysis Workforce Analysis People: HR Strategic Planning

Includes: - Number of employees & their skills - Workforce demographics * Workers nearing retirement * Young workers with high turnover rates - Protected class representation - Attrition projections * Resignations * Retirements * Internal transfers * Promotions * Involuntary terminations - External Supply

Demand Analysis Workforce Analysis People: HR Strategic Planning

Internal demand influences - Will the current workforce, with minimal retraining, have the skill sets necessary to perform new duties with a new product line? - Will current employees remain loyal to the organization if it has anticipated changes in mind? External demand influences - Is labor readily available that possesses the skills and abilities needed by the evolving organization? - What external pressures will change demand for goods and services that may ultimately affect internal business decisions and, thus, workforce planning needs? Future composition of the workforce factors - How many employees will be necessary to achieve business plan goals and objectives? - What skills and competencies will be required for the new business? - What is the composition of the available workforce population? - What will the organization need to do to attract prospective employees? - What will the organization need to do to attract and retain a diverse group of workers?

Blake and Mouton's Managerial Grid Leadership: Leadership & Navigation

Leadership model focuses on managers' task (production) and employee (people) orientations, as well as combinations between the two extremes. -shows a grid with concern for production on the horizontal axis and concern for people on the vertical axis and plots five basic leadership styles

Hersey and Blanchard's Situational Theory Leadership: Leadership & Navigation

Leadership model that considers follower readiness as a factor in determining leadership style using task behavior (how complicated is the task) and relationship behavior (how mature is the employee). − Telling · Emphasis is on task, not employee. Employee must be told what to do. − Selling · Emphasis is on both task and employee. Employee is competent but needs additional guidance or motivation. − Participating · Emphasis is on both task and employee. Employee is capable, and manager lends support by helping with final decision-making or brainstorming. − Delegating · Employee requires little to no intervention by manager. Manager is still ultimately responsible, but employee is empowered to make decisions and complete the task. An additional aspect of this model is the idea that the leader not only changes the leadership style according to followers' needs but also develops followers over time to increase their level of maturity.

Likert Leadership: Leadership & Navigation

Leadership model with leadership styles on a continuum. 1. Exploitative-authoritative 2. Benevolent-authoritative 3. Consultative 4. Participative-Group - best

PAPA Model Business: Business Acumen People: HR Strategic Planning Workplace: Risk Mgmt

Likelihood vs. Speed of change Prepare - Fast & unlikely Act - Fast & likely Park - Slow & unlikely Adapt - Slow and likely

Functional Organizational Structure Org: Org Effectiveness & Dev

Most common organizational structure; pyramid shaped; used in larger organizations; deep vertical structures; strict chain of command ensures that communication and assignment and evaluation of tasks are carried out; used most frequently in HSO's.

self-determination theory Motivation Leadership: Leadership & Navigation

Motivation theory that states there are 3 universal needs: 1. Autonomy (control of own actions) 2. Competence (feel we did a good job) 3. Relatedness (desire to feel accepted and desired by others) 2 types of motivation 1. Intrinsic Motivation - "behavior for its own sake," because it's inherently satisfying or engaging. [1][4] That innate human tendency to move towards growth, mentioned earlier is, essentially, intrinsic motivation. 2. Extrinsic Motivation - initiates behavior for the sake of getting a reward or achieving an external goal. While extrinsic motivation doesn't automatically lend itself to the satisfaction of the three core needs, SDT defines different types of extrinsic motivation that can (through a process called internalization) ultimately provide support for them.

Online Analytical Processing (OLAP) Business Intelligence Business: Business Acumen

OLAP applications can analyze the data faster and in more ways than traditional relational databases. OLAP server takes the data from the database and stores it in a compact, multidimensional cube. Allows the analyst to sort data quickly in different ways, according to different and multiple variables.

Outsourcing

Obtaining services externally instead of in house. Common for payroll & benefits.

Growth Phase: Organizational life cycle

Organization expanding through rapid growth of product and sales. Needs: - Clear direction & structure Offers: - "Match" market rate Focus: - Staffing and training, formalizing procedures Challenge: - Backlogs due to increased demand - Delegation

Introductory Phase: Organizational life cycle

Organization just starting. Needs: - High energy, creativity Offers: - "Lead" to attract experienced talent or "lag" if low on capital - Stocks, equity Focus: - R&D Investment, Staffing (HR), Creating basic policies (HR) Challenge: - Leadership - Lacks training for staff - Lack of branding

Decline Phase: Organizational life cycle

Organization losing market share, not profitable Needs: - Streamlined decision making - Flexibility - Cost reduction - Small company thinking Offers: - Reduce workforce (attrition w/o replacement, layoffs, early retirement, facility closing) - Reduce costs (reduced training, reduce operations) Focus: - Change management, outplacement, cross-training - Control costs, retain key people, determine pay strategy Challenge: - Change resistant

Maturity Phase: Organizational life cycle

Organization stable, most common stage. Competing in market, most profitable Needs: - Formal systems Offers: - "Leads" market rate - Strong EVP due to established brand Focus: - Compensation, HR Planning, Training Challenge: - Bureaucracy - Labor costs

Management Functions

P-O-L-C Planning Organizing Leading Controlling

PESTLE analysis Business: Business Acumen People: HR Strategic Planning Workplace: Risk Mgmt

Political Economic Social Technological Legal Environmental

Skinner's Behavioral Reinforcement Motivation Theory Leadership: Leadership & Navigation

Positive Reinforcement = Reward for good behavior Negative Reinforcement = Reward good response to avoid undesired consequence Punishment Extinction = No response

Strategic Planning People: HR Strategic Planning

Process of setting an organization's mission and goals and designing a path toward organizational success.

Environmental scanning Business: Business Acumen People: HR Strategic Planning

Process that involves a systematic survey and interpretation of relevant data to identify external opportunities and threats and to assess how these factors affect the organization currently and how they are likely to affect the organization in the future.

Six Sigma Process Quality Workplace: Risk Mgmt

Program of training and certifications that help employees improve product and service quality through a focus on continuously improving business processes. Remove causes of defects and errors. DMAIC (existing systems) - Define, Measure, Analyze, Improve, Control DMADV (new systems) - Define, Measure, Analyze, Design, Verify PDCA - Plan, Do, Check, Act

W. Edwards Deming Quality Workplace: Risk Mgmt

Proposed that quality is defined by the consumer and developed a 14-point plan that gave management the responsibility of ensuring quality because management is able to control the systems in the organization.

Divestiture Org: Workforce Management Business: Business Acumen

Sale by a company of an asset that is not performing well, that is not core to the company's business, or that is worth more as a separate entity. - Can happen during a merger or acquisition if both have similar business units to avoid redundancy

line-of-sight criterion Motivation Leadership: Leadership & Navigation

See the link between their actions (working harder, being more efficient, cutting costs) and the reward

Solution Analysis Workforce Analysis People: HR Strategic Planning

Solution analysis involves the development of strategies to close the gaps identified in the previous step. Approaches for meeting future workplace demands may include: - Recruiting - Training & retraining - Using contingent staffing * Temporary workers * Part-time workers * Contract workers & Consultants - Outsourcing

SMART goals

Specific, Measurable, Attainable, Realistic, Timely

Vroom's Expectancy Theory Motivation Theory Leadership: Leadership & Navigation

States that people behave based on their expectations and, the greater the expected reward, the more effort they will exert to attain it. • Expectancy: The belief held by people that hard leads to success and that the degree of effort is what drives outcomes. • Instrumentality: The belief held by people that their effort to complete the work is the instrument in obtaining a reward for the work. • Valence: People perform best when they highly value the outcome of their work, and they perform more poorly when the outcome of their work is not valued.

McKinsey 7-S Framework Change Theory Business: Consultation

Structure Strategy Systems Style Staff Skills Superordinate goals

Steps in the Workforce Planning Process People: HR Strategic Planning

Supply analysis, also referred to as the "supply model" or "staffing assessment," involves an analysis of an organization's current labor supply. Demand analysis, also referred to as the "demand model," includes a review of future business plans and objectives. Gap analysis compares the differences in the supply and demand models and identifies skill surpluses and deficiencies. Solution analysis focuses on how to address gaps in current staffing and future staffing needs through recruiting, training and development, contingent staffing, and outsourcing.

Center of excellence (COE) Org: Structure of the HR Function

Team or structure that provides expertise, best practices, support and/or knowledge transfer in a focused area.

6 Elements of Ethics and Compliance Program Leadership: Ethical Practice

The Six Elements of an Ethics and Compliance Program 1. Written standards of ethical workplace conduct. 2. Training on standards. 3. Company resources that provide advice on ethics issues. 4. A process to report potential violations confidentially or anonymously. 5. Performance evaluations of ethical conduct. 6. Systems to discipline violators.

Corporate Citizenship Workplace: Corporate Social Responsibility

The extent to which businesses strategically meet their economic, legal, ethical, and philanthropic responsibilities. Goal is to produce a higher standard of living and quality of life for the communities that surround them and still maintain profitability for the stakeholders.

Management Functions: Leading

The management function stage where manager inspires and motivates the employee. Ex: Communicating, recognizing employee, communicating, praising, investing in the employee

Management Functions: Controlling

The management function stage where you are establishing and implementing the mechanisms to ensure that objectives are attained. 1. Set performance standards, goals, expectations. 2. Measure and report the actual performance. Compare the performance standard with the actual performance. 3. Take preventive or corrective action when needed.

Management Functions: Organizing

The management function stage where you develop the organizational structure and you allocate the human resources to ensure the accomplishment of the objectives. You organize who is going to do what, when and where. Giving assignments, action planning

Management Functions: Planning

The management function stage where you set objectives and set a course of action for achieving those actions.

Greiner's Model of Growth

The model shows that each phase of growth is followed by a crisis. Phase 1: Creativity -> Leadership crisis Phase 2: Direction -> Autonomy crisis Phase 3: Delegation -> Control Crisis Phase 4: Coordination -> Red Tape crisis Phase 5: Collaboration -> Growth crisis https://www.mindtools.com/pages/article/newLDR_87.htm

Due diligence Workplace: Risk Management Org: Workforce Management

The overall process of evaluating the risk and potential of a business opportunity.

Inclusive Leadership Leadership: Leadership & Navigation

The practice of leadership that takes into consideration the contributions of all stakeholders in the community or organization. Leader still ultimately makes decision, but members feel included and engaged.

Employer Value Proposition (EVP) People: Talent Acquisition

Unique set of offerings, associations and values to positively influence target candidates and employees. - Branding - Helps with recruiting, retention and employee engagement

How can HR use the Balanced scorecard?

Using the area of recruiting as an example, a balanced scorecard would look something like this: Objective: Reduce turnover costs. Description: Develop effective recruiting methods and new-hire orientation methods to optimize the retention of new hires. Actions: Identify key attributes of successful employees who stay at the company for two or more years.Utilize technology more effectively for recruiting and screening applications.Identify selection methods that will contribute to successful hires.Integrate branding efforts into recruiting.Revise the orientation program to ensure new-hire retention. Measures: Cost-per-hire (financial). Turnover rates and costs (financial). Time-to-fill (business process). Customer satisfaction with new-hire performance (customer). New-hire satisfaction with orientation (learning and growth). Supervisor satisfaction with orientation (learning and growth). In addition to alignment with company goals, the HR scorecard must also contain the following elements to truly be effective: accountability, validity and actionable, measurable results. In the previous example, HR and the line manager share joint accountability for the retention of employees. HR is responsible for developing retention strategies, and the line manager is responsible for providing feedback on whether the strategies are successful. The HR scorecard must be valid. In other words, the measurement system must contain metrics that are understandable, aligned to the objective and can be supported with solid data. For the balanced scorecard to be meaningful, it must contain only those measures that are most important to the objective and the company's strategic plan; that is, the measures must result in actionable items. The balanced scorecard must focus on results. For example, simply measuring turnover or time to fill is ineffective if no action is taken as a result of those measures. More meaningful measures that are aligned clearly with the company's strategic plan include productivity and retention. When it is successfully executed, the HR scorecard can be an extremely useful method of aligning HR with the company's strategic plan. The key to success is careful planning and execution.

Staff units: Functional Structure Org: Org Effectiveness & Dev

Work groups that assist line units by providing specialized services Ex: HR, Accounting

Line units: Functional Structure Org: Org Effectiveness & Dev

Work groups that conduct the major business of the organization Ex: Production, Marketing and Sales

self-directed work team (SDWT)

Workers are responsible for complete work processes or segments that deliver products or services to external or internal customers. Job sharing. Designed to give employees a feeling of ownership of the whole job. (a.k.a. or self-managed work team) and produce more efficient service

McGregor's Theory X and Theory Y Management Theory Leadership: Leadership & Navigation

Y = Participative. X = Authoritative. A motivation theory that suggests that management attitudes toward workers fall into two opposing categories based on management assumptions about worker capabilities and values.

Management by Objectives (MBO) Management Theory Leadership: Leadership & Navigation

a program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress.

Agile Project Management People: HR Strategic Planning

approach that focuses on adaptability to rapid and unexpected change. - Divides responsibility among multiple team members. - Continuous improvement and flexibility

Theory X managers Motivation Theory Leadership: Leadership & Navigation

assume that employees are basically lazy and extrinsically motivated. "Authoritative"

Theory Y managers Motivation Theory Leadership: Leadership & Navigation

assumes employees may be ambitious, self-motivated, anxious to accept greater responsibility, and exercise self-control, self-direction, autonomy and empowerment. Looks for ways to encourage employee creativity. "Participative"

Attribution Theory: external attribution Motivation Leadership: Leadership & Navigation

attributing the cause of a person's behavior to an external event or situation in the environment

Attribution Theory: Internal attribution Motivation Leadership: Leadership & Navigation

attributing the cause of a person's behavior to something internal about the person, such as attitude, character, or personality.

Greenfield venture Org: Workforce Management Business: Business Acumen

establishes a foreign subsidiary by building an entirely new operation in a foreign country

Quality circles Workplace: Risk Mgmt

groups of workers who meet to discuss ways of improving products or processes - Usually self-directed

SWOT analysis People: HR Strategic Planning

identifying internal strengths (S) and weaknesses (W) and also examining external opportunities (O) and threats (T)

Transformational Leadership Leadership: Leadership & Navigation

leadership that generates awareness and acceptance of a group's purpose and mission and gets employees to see beyond their own needs and self-interests for the good of the group.

intervention

planned, structured activities that serve as a means to organizational development goals.

Judgemental Forecasting

relies on the experience and insights of people in the organization to predict future needs. - Educated guessing

Organizational Development Org: Org Effectiveness & Dev

set of techniques for implementing planned change to make people and organizations more effective. An effort that is: 1. Planned 2. Organization wide 3. Managed from the top to increase organizational health through planned intervention in the organization's processes

span of control

the number of subordinates who report directly to a manager. Can be a "flat organization" with more reports per management level or "tall" with fewer reports.

Agency Problem Ethics

the possibility of conflict of interest between the stockholders and management of a firm

lean manufacturing Quality Workplace: Risk Mgmt

the production of goods using less of everything compared to mass production. An operation that strives to achieve the highest possible productivity and total quality, cost effectively, by eliminating unnecessary steps in the production process and continually striving for improvement.

Offshoring

the relocation of business processes and services to a lower-cost foreign location

Critical chain project management (CCPM) People: HR Strategic Planning

the sequence of activities which determines the shortest realistic duration of a project, where all dependencies-especially resource contention-are considered. Focuses on managing the uncertainties of a project and builds buffers into the schedule to prevent key activities from failing

Attribution Theory Motivation Leadership: Leadership & Navigation

the theory that we explain someone's behavior by crediting either the situation or the person's disposition

Merger Org: Workforce Management

when two or more companies join to form a single firm. - Usually consensual - HR's role: due diligence on people related items * Funding of pension plans * Employment law compliance * Retention of key personnel