Tài liệu What Do Today''''s Employees Want? docx

Guide to Retaining Employees

What Do Today's Employees Want?
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Employees Want
• An entrepreneurial environment
• Strong skill development opportunities
• High visibility in the organization
• Career mentoring - more discretion in job
creation
• Work/life balance
• Flexibility
• Competitive compensation and benefits
• Recognition for their unique contribution
• A piece of the action
Employers Want
• A "just-in-time" workforce
• Creativity, with speed
• High productivity and morale
• Retention and motivation of the best and the
brightest
• Pay only for performance
• A low promise of job security
• Adaptability to change
• Protection of employer intellectual cap
What Turnover Costs:

Why Do They Leave?
Confirmation Phase: PwC’s research data show that the highest percentage of turnover
occurs in the first 12 to 18 months of employment. Key reasons include poor job-skill fit,
disillusionment with the company, work duties, supervisors, or coworkers.
Consolidation Phase: Voluntary turnover in the 24 to 36 month period is often due to
poor skill utilization, unrewarding incentives and recognition, poor work/life balance,
disillusionment with the company image and leadership, and perceived lack of growth. High-
performance employees particularly value strong leadership performance and business
results, development of "hot" skill, and competitive reward and incentives.
Revitalization Phase: Career stagnation and lack of job fulfillment often drive voluntary
turnover after the 48th month. This is of particular concern for high tech companies, where
there is often minimal career growth opportunity available beyond one’s technical career
track. A common complaint of high-tech engineers is that there is not much career
challenge or excitement to look forward to once they have mastered their jobs.
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A New Century’s Mandate HR Advisory by Tom Casey/Boston Massachusetts & Ardeshir Mehran/San Francisco, California

Content Author/Owner: Lisa Stilwell-LF
Last Revised on 7/03/00 by Lisa Miller-LN
Retention Limit: Until Superseded
Copyright © 1999, Procter & Gamble, All rights reserved.