• Desire for more money.
• Need for better work/life balance.
• Lack of career growth, challenging assignments.
> Tailor your HR and benefit programs to your workforce (flexible work schedules, choices in health plan options, PTO banks, etc.).
> Publicly recognize outstanding performance and employee achievements.
> Provide ongoing training on issues such as handling conflict, delivering difficult messages and conducting effective performance discussions.
> Appropriately mix base and variable pay.
> Unambiguously link performance to rewards.
> Clearly delineate between rewards for top and bottom performers.
> Make sure employees understand what the organization values.
> Practice what you preach—hold managers accountable for their actions and for tolerating or ignoring unacceptable behavior.
> Focus attention on high performers; deal effectively with marginal performers (Is an “up or out” philosophy right for you? Or, is a culture of mediocrity acceptable?).
> Ask top performers what makes them successful at your organization and why they stay.
> Ask employees what is and what is not working and act on their input.
The information contained in this article is intended to provide useful information on the topic covered, but should not be construed as legal advice or a legal opinion. Also remember that state laws may differ from the federal law.
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