Page 23 - Retaining Top Employees
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“Employee What?!” 11
Level of Employee Turnover before intervention employee turnover
Subsequent rebound in
Level of turnover
Impact of compensation and
benefits' only intervention
Time
Figure 1-1. The employee retention “weed garden”
anything else obviously brings only trouble and grief.
7. The employees become increasingly aware that the senior
managers are withdrawing from constructive engagement
and acting surly toward any suggestions from the employees.
8. The organizational culture spirals downward into mutual
distrust and the employee turnover problem returns—only,
like weeds in a garden, even harder to eradicate.
Figure 1-1 depicts the “employee retention ‘weed garden.’”
In the chapters that follow, we’ll see what those higher, “non-
compensation-and-benefits” needs are, how they are met, and
how to plan and implement an employee retention strategy that
incorporates ways to meet them.
What “Employee Retention” Might Mean Soon
We’ve seen that employee retention started as a simplistic,
“compensation and benefits” response to the systemic rise in
voluntary employee turnover, then developed into a wider, holis-
tic approach, addressing deeper needs such as acceptance,
esteem, and self-actualization.
Before we move into the next section (and begin developing
your specific response to employee retention issues), let’s close