As organizations work hard to lower turnover rates, it is wise to take a look at some of the causes of turnover, and at some of the reasons that actions are far more important in keeping people than speeches and promises. I often hear managers, CEOs, and supervisors promising this and that and making speeches about how committed they are to their workers. But when it comes time to allow workers some say in their work, or the opportunity to transfer to another department, or the chance to try something new, they just as often hesitate. Words can take on many meanings and can be twisted to fit any occasion.
Actions speak for themselves.
Employees expected to be retained until retirement and to receive a living retirement income after 25 or 30 years of service. There was loyalty and commitment to the firm, and in the best of these companies, strong cultures matured. These cultures provided an unwritten behavioral guide and a sense of pride and friendship. People were proud to be knows as an IBMer, for example, because it was like being part of an exclusive club. Their friends who were not IBMers were jealous.