A recent poll by IT research firm Gartner asked technology pros to rate which perk was most important to them, and most likely to keep them in their current jobs: job security, company-funded training and certification courses, flexible work hours, or recognition from upper management.

The results: 35% said job security was number one. Training and flexibility came in a close second and third, respectively, with 32% and 31% of the votes.

Very few (2%) feel recognition is most important.

These days, job security can’t be easily guaranteed, and there’s little room in most companies’ budgets for extra training. But flexibility is a cheap benefit that can be offered in many cases. And going the extra mile to provide training could be worth it in some cases to retain top-performing employees.

Pharmacist’s assistant Babette Perry claims she was left with depression, anxiety and post-traumatic stress disorder after an unconventional safety exercise orchestrated by her the employer.

And by “unconventional,” we mean “stupid.”

As part of a “safety drill,” the hospital had another employee to go to Perry’s office on Christmas Eve. The six-foot-tall man told her the company’s HR director was being held hostage and claimed he had cut the office’s phone lines. The “gunman” demanded Oxycotin in exchange for the release of the HR manager.

Even after it was revealed the threat was part of an elaborate drill, Perry says she began hyperventilating. She was so unnerved she couldn’t work for a week.

She’s now suing the hospital for the costs of her pyschological treatment, as well as punitive damages.

Starbucks is rolling out a company-wide efficiency initiative, with the goal of getting employees to work faster. Part of the training process: taking apart and reassembling a Mr. Potato Head doll. For two hours straight.

One Starbucks manager told the Wall Street Journal that a member of the “lean team” came to her store, sprinkled parts of the toy across several tables and timed the manager with a stopwatch as she assembled the pieces.

Then she was told to do it again. And again. And again, for nearly two hours.

How’d that make the manager feel? Impressed, actually.

Though the first time trial took more than a minute, by the end, she could complete the task in 16 seconds. “That really opened my eyes,” the manager said.

The reason: Many technical skills can be taught, but there are a lot of important qualities people either have or don’t — for example, a good work ethic or strong people skills.

In other words, hire for attitude, train for aptitude, says Keith McFarland, founder of management consulting firm McFarland Strategy Partners. That’s especially true in this economy, when hiring someone new may not be financially possible.

Giving a good employee the right training can be a cost-effective way to keep a department running smoothly without adding staff members.

1. They put too much focus on details. Many managers are promoted because they were great employees and have a lot of technical knowledge — but they don’t get the training or experience they need to handle people effectively. That leads to managers who are too focused on how their employees get work done, instead of the bigger-picture issues like keeping the staff productive and motivated. One solution: Soft skills training can help a great employee make the transition to supervisor.
2. They can’t handle criticism. One key part of a manager’s job: listening to employees and changing styles to create an environment that lets employees do their best work. But too many new managers get defensive and ignore employees or overreact when they get criticism. Employees or outside candidates chosen for managerial positions should prove they can handle feedback and adapt accordingly.
3. They lack self-confidence. Managers need to take feedback seriously. But at the same time, they’re there to lead — and only those who trust their own judgment can get the job done.
4. They get territorial. A manager’s real job isn’t just to ensure the success of his or her department — it’s to do what’s best for the company as a whole. But some new managers focus only on themselves and their staffs, at the expense of other departments. Good managers learn to cooperate with each other and recognize that every department is important to the organization.

What are some reasons you’ve seen new managers fail? How does your company help new supervisors make the transition from employee to boss? Let us know your experience in the comments section below.

Answer: more training.

Companies can improve recruiting and retention efforts by offering employees more training on certain topics, according to a recent survey by Workplace Options.

Specifically, employees said they wanted:

• Professional development training — 88% of employees surveyed said they’d attend training that helps them remain competitive in the job marketplace, and
• Help with finance, wellness and stress — Half of employees said they wished their employers offered help with managing their money and health during uncertain economic times.

The majority (71%) said they’d be willing to sacrafice unpaid time, such as lunch breaks or after-work hours, to attend training.

In a recent survey, most HR pros said they don’t like the recruiting results from online job boards — but most use them anyway. Aren’t there better alternatives?

More than 75% of recruiters and HR managers say big job boards don’t provide a valuable service to employers or job seekers, according to the survey by recruiter Jim Stroud.

The problems: The sheer number of candidates the boards reach makes it hard to find resumes from folks that are highly qualified. Also, recruiters aren’t pleased with the “pay to post” pricing strategy most boards use.

Then where are companies finding their best new employees?

A referral from a current worker is still one of the most trusted recruiting tools. Almost half (46%) of white collar jobs are filled through referrals, according to a poll by the Inavero Institute for Service Research.

Companies also rated the quality of referred candidates higher than applicants from any other source.

Finding alternatives

Some other recruiting methods companies have found success with:

• Specialty job boards — There are new sites appearing that offer a different take on the old job board formula — for example, some only require employers to pay after a hire is made. Also, there are boards that target specific industries, skills or demographic groups. Many companies say they get a better value out of those tools.
• Industry associations — Attending meetings for industry organizations in your area is a great way to network. Someone in the company can volunteer to speak at events to raise your organization’s profile in front of potential candidates.
• Trade publications and Web sites — Advertising in targeted publications can help increase the percentage of qualified resumes that land on your desk.
• Temp agencies — It’s normally quicker and cheaper to hire a temp than a permanent employee. It’s not the best option for every job, but hiring a temp can help out while you’re looking for a long-term hire — and you might even offer the temp a full-time job.
• Training for current employees — If you’re having trouble finding people with specific skills, the answer may be helping current workers obtain those skills through training or a tuition reimbursement program. Then, you may have an easier time filling the lower level positions after those employees are promoted.

What about your organization? Have you found success using job boards? Do you have any other methods you’d like to share? Let us know in the comments section below.

According to the National Institute for Occupational Safety and Health, about 70 teenagers die in work-related accidents a year, and 70,000 are injured badly enough to end up in the emergency room.

All in all, student workers are twice as likely as everyone else to be injured on the job.

Why? Lack of training might be one of the problems. Only 54% of companies say they train summer workers on safety, according to a recent survey by insurance company The Accident Fund.

Hopefully, the remaining 46% don’t hire students in jobs that pose any danger. But if they do, the statistics above are a good reminder to start some kind of training program.

It’s a common frustration: You bend over backwards to hire a talented candidate, only to see him or her walk out the door after just a few months. There are five common reasons new hires quit – here’s how you and your managers can avoid them.

But why do so many employees leave within the first year? Sometimes it’s a hiring mistake. Even when the right person for the job was hired, other factors can drive them away, too. The top reasons new hires quit:

The job doesn’t meet expectations

Not meeting expectations is the number one reason new hires quit, according to a survey by the Novations Group. Why does it happen? Recruiters and hiring managers often feel pressured to “sell” the job to candidates. But avoiding the truth to do so will only cause problems.

Focus on the good, of course, but answer candidates’ questions honestly. If you think the truth might turn people away, don’t worry – they probably wouldn’t have stayed for very long.

They don’t move quickly enough

A common mistake managers make to sell the position: exaggerating advancement opportunities. That’s a great benefit if it’s true – but employees will quickly feel stuck if they don’t go where they were promised.

Their ideas go nowhere

New employees should come to the company with fresh ideas – but that doesn’t mean managers always listen to them. And if new hires feel they have no say in how things are done, they’ll quickly become dissatisfied.

Of course, not every idea is a good one – but at the very least, managers should explain why ideas won’t work.

Their bosses expect too much too soon

No matter how talented candidates are, they always need some time to adjust to a new environment. But often, bosses are too hard on new employees when they make the inevitable early mistakes.

Managers shouldn’t take “I’m new here” as an excuse for everything. But not giving new hires time to learn and adapt is an easy way to send them out the door.

They aren’t trained properly

In a similar vein, new employees aren’t always given the training they need to perform well, which leads to frustration.

Managers should ask recent hires if they’ve gotten everything they need to do their jobs effectively. If the answer is no, a little training can save a lot of trouble in the long run.