It goes much deeper than that, and so does the impact of losing people. Retaining employees is the corporate imperative of the 21st century and it takes more than fat salaries and hiring bonuses. Among the many other ingredients in the employee-retention cocktail can be stock purchase plans, compensation, vacation options and telecommuting. But one of the most highly sought-after perks is, perhaps not so surprisingly in this fast paced something new every minute world, the offer of training. The Saratoga Institute found that 60,000 employees who quit their jobs in 1998, left to find jobs where they could learn and hone their skills.
People leave for different reasons than they stay.
As an example of that consider this. On the one hand compensation and benefits that do not meet employees expectations of market fairness will drive people away. Pain does not necessarily equal high quality action. There is one key leverage point. While many things contribute to turnover, the overwhelming contributor to retention is the manager.