“In attempts to sur­vive the reces­sion, orga­ni­za­tions handed employ­ees more work to com­plete with fewer resources. Now employ­ees – espe­cially high per­form­ers – may be burnt out…and they are seri­ously con­sid­er­ing leav­ing at ele­vated rates.” Christo­pher Rice, CEO of BlessingWhite.

Experts esti­mate the cost of employee turnover to be 1 ½ to 2 times the employee’s annual salary. These same experts also admit that they don’t really know what it costs because so much of the costs are hid­den or intangible.

Turnover among highly val­ued employ­ees has an enor­mous neg­a­tive impact on the finan­cial bot­tom line of an orga­ni­za­tion. Per­haps even more com­pelling is the impact on an organization’s abil­ity to compete.

Ensur­ing highly valu­able employ­ees are fully engaged, con­tribut­ing their best, and feel­ing respon­si­ble for their work is a strate­gic imper­a­tive for today’s organizations.

Lead­ers need to develop new approaches to build­ing and sus­tain­ing high lev­els of employee com­mit­ment approaches based on a clear under­stand­ing of what today’s employee val­ues, and on an abil­ity to cre­ate work­ing rela­tion­ships and con­di­tions that fos­ter a strong sense of ownership.

PROGRAM OUTLINE

Employee Reten­tion Article