And if they are, be resigned to losing them, because their skills will be coveted by competitors or they'll work for themselves. If they leave on good terms, keep it that way, Tulgan advises, because they may be of value to you again. In some cases, before long, they'll be angling to get rehired again as full-timers. If you are smart, you'll let people flow back into your core group as easily as you let them flow out. Keeping valued employees Tulgan also points out that it's in management's interest to adopt policies and provide specific perks to valued employees.
Happy employees are more productive employees and less likely to become ex-employees.
Workers who want more flexibility in work hours or days or changes in their working environment should be accommodated when possible, with the proviso that managers tie these perks to performance, Tulgan says. The best people are worth accommodating. Tulgan acknowledges this can backfire sometimes. An employee allowed to work at home, for example, may founder in such new-found freedom. People are so thrilled, usually, to customize their work arrangements that they become very protective of the deal they've created for themselves.