Most employees found new positions before their severance pay ran out, so they benefited from extra income. Communication was key to the program's success. It was essential to communicate the program early to prevent rumors and uncertainty from forcing people into the job market while the company still needed their full work efforts. Employees needed to see that they would be better off remaining with the company through the target date, rather than finding employment elsewhere. This could be achieved only by understanding the employees' perspective and addressing their primary concerns early.
Some companies delay communications, which often has a disastrous effect.
The return on investment should be based on the total costs and impact on the business, not just the simple costs of the program. People saw that if they kept their jobs they could personally benefit. Finally, the retention program was a one-time program with a clear end point. Each program needs to be custom designed. Each situation has unique issues, and the program needs to be structured, communicated and managed to address them effectively.