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Introduction:

Employees leave organizations for many reasons, oftentimes these reasons are unknown to
their employers. Employers need to listen to employees needs and implement retention
strategies to make employees feel valued and engaged in order to keep them. These retention
methods can have a significant and positive impact on an organizations turnover rate. Turnover
is costly. According to a talent and career management consulting firm, it costs nearly three
times an employees salary to replace someone, which includes recruitment, severance, lost
productivity, and lost opportunities. One such consulting services, provides the following
turnover facts and rates:
Over 50 % of people recruited in to an organization will leave within 2 years.
One in four of new hires will leave within 6 months.
Nearly 70% of organizations report that staff turnover has a negative financial impact due
to the cost of recruiting, hiring, and training a replacement employee and the overtime
work of current employees thats required until the organization can fill the vacant
position.
Nearly 70 % of organizations report having difficulties in replacing staff.
Approximately 50% of organizations experience regular problems with employee
retention.
From these statistics its clear that its important to develop a retention plan to retain employees
and keep turnover low.
Five main reasons why employees leave
1. "It doesn't feel good around here." This can include any number of issues to do with
the corporate culture and the physical working environment.
2. "They wouldn't miss me if I were gone." Many people don't feel personally valued.
When people don't feel engaged or appreciated, all the money in the world can't hold
them.
3. "I don't get the support I need to get my job done." People want to do a good job;
they want to excel. At the same time, most feel as though their boss won't let them do a
good job. When frustrations exceed the employee's threshold, they leave.
4. Lack of opportunity for advancement. Advancement doesn't necessarily mean
promotion. More often, it means personal and professional growth. People want to be
better tomorrow than they are today. Personal growth constitutes a very strong driver in
today's workforce, particularly with the younger generation. People coming out of college
often identify training as the primary criterion for choosing their first company.
Companies that gutted their training departments have a lot of catching up to do in order
to attract good people.
5. Inadequate employee compensation. People want fair compensation, but contrary to
most managers' beliefs money rarely comes first when deciding whether to stay or go.
A certain percentage of people will always chase more income, but the majority of
workers look at non-monetary reasons first.
Many executives still cling to the outdated notion that people "go for the gold",
that salary dictates all their employment decisions. But for the most part, people want
opportunities to grow and learn, to advance in their careers and to work on challenging
and interesting projects. They want to be recognized and appreciated for their efforts.
They want to feel a part of something that adds value to their community.
Retention methods:
Hiring employees is just a start to creating a strong work force. Next, you have to keep
them. High employee turnover costs business owners in time and productivity. The dilemma
facing organizations of today is whether to invest more time and money fine-tuning their
recruitment strategy or to pay extra attention to retaining the talent they already have. Recruiting
new staff is expensive, stressful and time-consuming. Once you have good staff it pays to make
sure they stay (Main, 2008).
Think of retention as re-recruiting your workforce. Recognize that what attracts a
candidate to a particular job is often different from what keeps that person there. While salary
certainly is a key consideration for potential employees, pay alone wont keep them in a job
(Angott, 2007). Advantageous aspects other than strictly compensation attract good employees;
something more than a number retains them. Today employees are looking for a career package,
including a comfortable company culture, career path, diversity of responsibilities, and a
work/life balance (Griffiths, 2006).
Here are some effective methods employers utilize in order to keep employees happy and
part of their organization instead of looking for employment opportunities elsewhere.
Training. Training employees reinforces their sense of value (Wingfield, 2009). Through
training, employers help employees achieve goals and ensure they have a solid
understanding of their job requirements (Maul, 2008).

Mentoring. A mentoring program integrated with a goal-oriented feedback system
provides a structured mechanism for developing strong relationships within an
organization and is a solid foundation for employee retention and growth (Wingfield).
With a mentoring program, an organization pairs someone more experienced in a
discipline with someone less experienced in a similar area, with the goal to develop
specific competencies, provide performance feedback, and design an individualized
career development plan (Goldenson, 2007).

I nstill a positive culture. A company should establish a series of values as the basis for
culture such as honesty, excellence, attitude, respect, and teamwork (IOMA, 2008). A
company that creates the right culture will have an advantage when it comes to attracting
and keeping good employees (Main).

Use communication to build credibility. No matter what the size of the organization,
communication is central to building and maintaining credibility. Many employers get
communication to flow up through a staff advisory council (or similar group) which
solicits and/or receives employees opinions and suggestions and passes them on to upper
management (IOMA). Its also important for employees to know that the employer is
really listening and responds to (or otherwise acknowledges) employee input.

Show appreciation via compensation and benefits. Offering things like competitive
salaries, profit sharing, bonus programs, pension and health plans, paid time off, and
tuition reimbursement sends a powerful message to employees about their importance at
the organization. The rewards given to employees must be meaningful in order to impact
their perception of the organization and therefore have a marked influence on its retention
efforts. Moreover, if an organization promises a reward, it should keep that promise
(Gberevbie, 2008).

Encourage referrals and recruit from within. Having current employees offer referrals
could help minimize confusion of job expectations. Current employees can realistically
describe a position and the environment to the individual he/she is referring. Another way
an employer can lessen the impact of turnover is to hire from within, since current
employees have already discovered that they are a good fit in the organization (Branham,
2005).

Coaching/feedback. Its important for companies to give feedback and coaching to
employees so that their efforts stay aligned with the goals of the company and meet
expectations. During an employees first few weeks on the job, an employer should
provide intensive feedback. Employers should also provide formal and informal feedback
to employees throughout the year (Branham).

Provide growth opportunities. An organization should provide workshops, software, or
other tools to help employees increase their understanding of themselves and what they
want from their careers and enhance their goal-setting efforts (Branham). Its important
to provide employees with adequate job challenges that will expand their knowledge in
their field (Levoy, 2007). According to Right Management, employees are more likely to
stay engaged in their jobs and committed to an organization that makes investments in
them and their career development.

Make employees feel valued. Employees will go the extra mile if they feel responsible
for the results of their work, have a sense of worth in their jobs, believe their jobs make
good use of their skills, and receive recognition for their contributions (Levoy).
Employees should be rewarded at a high level to motivate even higher performance. The
use of cash payouts could be used for on-the-spot recognition. These rewards have terrific
motivational power, especially when given as soon as possible after the achievement. Its
important for employers to say thank you to employees for their efforts and find
different ways to recognize them. Even something as simple as a free lunch can go a long
way towards making employees feel valued. Listen to employees and ask for their input
as to what rewards might work best at your organization. Conduct meetings and surveys
to enable employees to share their input (Branham). Most team members will work
harder to carry out a decision that theyve helped to influence.

Lower stress from overworking and create work/life balance. Its important to match
work/life benefits to the needs of employees. This could be in the form of offering
nontraditional work schedules (such as a compressed work week, telecommuting, and
flextime) or extra holidays. When work-life balance is structured properly, both the
employee and employer come out ahead. For example, the employer will experience
more productivity in the workplace because employees will be less stressed, healthier,
and thus, more productive (Wingfield). Encouraging employees to set work/life goals,
such as spending more time with their children, communicates that you really do want
them to have a life outside of work and achieve a healthy work/life balance.

Foster trust and confidence in senior leaders. Develop strong relationships with
employees from the start to build trust (Stolz, 2008). Employees have to believe that
upper management is competent and that the organization will be successful. An
employer has to be able to inspire this confidence and make decisions that reinforce it.
An employer cannot say one thing and do another. For example, an employer shouldnt
talk about quality and then push employees to do more work in less time. In addition,
employers need to engage and inspire employees by enacting policies that show they trust
them, such as getting rid of authoritarian style of management (Branham).

Offer a competitive benefits package that fits your employees needs. Providing
health insurance, life insurance and a retirement-savings plan is essential in retaining
employees. But other perks, such as flextime and the option of telecommuting, go a long
way to show employees you are willing to accommodate their outside lives.
Provide some small perks. Free bagels on Fridays and dry-cleaning pickup and delivery
may seem insignificant to you, but if they help employees better manage their lives,
theyll appreciate it and may be more likely to stick around.

Use contests and incentives to help keep workers motivated and feeling rewarded.
Done right, these kinds of programs can keep employees focused and excited about their
jobs.

Conduct stay interviews. In addition to performing exit interviews to learn why
employees are leaving, consider asking longer-tenured employees why they stay. Ask
questions such as: Why did you come to work here? Why have you stayed? What would
make you leave? And what are your nonnegotiable issues? What about your managers?
What would you change or improve? Then use that information to strengthen your
employee-retention strategies.

Promote from within whenever possible. And give employees a clear path of
advancement. Employees will become frustrated and may stop trying if they see no clear
future for themselves at your company.

Foster employee development. This could be training to learn a new job skill or tuition
reimbursement to help further your employees education.

Create open communication between employees and management. Hold regular
meetings in which employees can offer ideas and ask questions. Have an open-door
policy that encourages employees to speak frankly with their managers without fear of
repercussion.

Get managers involved. Require your managers to spend time coaching employees,
helping good performers move to new positions and minimizing poor performance.

Communicate your businesss mission. Feeling connected to the organizations goals is
one way to keep employees mentally and emotionally tied to your company.

Offer financial rewards. Consider offering stock options or other financial awards for
employees who meet performance goals and stay for a predetermined time period, say,
three or five years. Also, provide meaningful annual raises. Nothing dashes employee
enthusiasm more than a paltry raise. If you can afford it, give more to your top
performers. Or, if you dont want to be stuck with large permanent increases, create a
bonus structure where employees can earn an annual bonus if they meet prespecified
performance goals.

Make sure employees know what you expect of them. It may seem basic, but often in
small companies, employees have a wide breadth of responsibilities. If they dont know
exactly what their jobs entail and what you need from them, they cant perform up to
standard, and morale can begin to dip.

Hire a human-resources professional. If your company is nearing 100 employees,
consider hiring a human-resources director to oversee and streamline your employee
structure and processes. Putting one person in charge of managing employee benefits,
perks, reviews and related tasks takes a huge load off of you and makes sure employees
are treated fairly. HR managers are also more up to date on employment laws and trends.
They can set up various programs and perks you may not have known existed.
Hire retainable employees: The pressures on from Day One in a high performance
environment. While some thrive under pressure, others will falter. Elissa Tucker, Human
Capital Management Knowledge Specialist at APQC, says the first thing leading
organizations are doing to curtail this type of turnover is a focus on hiring retainable
employees.While there are some obvious indicators of a candidates ability to deliver
consistently (e.g. three to five years tenure in a similar role), there are other signals that
can provide insight in your sourcing and screening.Tucker suggests working with your
managers and top performers to identify what backgrounds, skills or personality
characteristics your retainable employees have in common.

Plan careers, dont fill roles:Its easy to focus on the near-term when managing people
in a high performance environment. You bring in A players with the expectation that
theyll succeed in the role for which youve hired them and unrealistically assume
they will stay in that role forever. Your top performers are thinking about their career,
and you should be too.Best-practice organizations work to help individuals plan to stay
with the organization to plan their careers with the organization, says Tucker. The
key is to guide your employees in mapping out how they can attain their career goals
within your company.
Make retention personal:Every employee is motivated by different things, and retention
strategies thus need to be tailored down to the individual level.Steve Miranda, Managing
Director of the Center for Advanced Human Resource Studies, Cornell University ILR
School, says, The key phrase is specialized efforts. Successful organizations, he says,
dont view retention initiatives as one size fits all. Instead, theyre making retention
strategies personal. How? By simply asking, What motivates you?
Get to the heart of underperformance:Lets face it: Underperformance happens, but
you dont want to lose employees who were previously strong performers. If you notice a
drop in performance, Miranda advises against writing them off without first getting to the
heart of the issue.
In my conversation with Miranda, we broke underperformance down into a few root causes:
Skill and competency issues often come up when someones been promoted into a
role they werent quite ready for. Fortunately these can be addressed with coaching and
trainingand usually for a fraction of the cost of replacing an employee.
Behavioral issues are usually more difficult. If its a behavior issue, Miranda says
identify the source of the issue to get an idea of whether its something worth investing
the time and effort in.
Personal issues are a leading cause of burnout among top performers. Things come
up (divorce, health issues, mortgage issues, etc.), and can distract employees from their
work and affect their ability to deliver. In these cases, a little support and flexibility will
go a long way toward cultivating loyalty.
You may uncover trends in underperformance that you can use to your benefit. Are employees
bored with the work? Are people burning out after six months? This kind of feedback is vital to
the refined people process that supports success and curtails turnover.
Invest in your line managers
Employees dont quit jobs, says Miranda. They quit managers. He estimates that 80 percent
of turnover is driven by the environment a manager creates for an employee (compared to 20
percent resulting from issues with company culture). Because of this, any investments in training
and development for your line managers are well-spent.
The success of your retention strategies are ultimately subject to your line managers ability to
deliver on initiatives you put in place. According to Tucker, Whatever your company values,
you have to be sure your managers are executing on it. Help them help you reduce turnover.
Teach them how to empower employees to succeed and grow, rather than just drive
performance.
Its also critical to keep the line of communication about careers wide open between employees
and managers, especially because career goals change over time. Build more opportunities for
employee check-ins (formal and informal) with managers. As Tucker points out, Individualized
conversation needs to happen on a regular basis.
KRAs (Key Resultant Areas) for employee retention:
1. Working environment
The primary employee retention strategies have to do with creating and maintaining a
workplace that attracts, retains and nourishes good people. This covers a host of issues, ranging
from developing a corporate mission, culture and value system to insisting on a safe working
environment and creating clear, logical and consistent operating policies and
procedures.Environmental employee retention strategies address three fundamental aspects of the
workplace: the ethics and values foundation upon which the organisation rests; the policies that
interpret those values and translate them into day-to-day actions, and the physical environment in
which people work. The overall goal is to make your company a place where people want to
come to work. A sampling of environmental employee retention strategies includes the
following:
Clarify your mission.
Create a values statement.
Communicate positive feelings.
Stay focused on the customer.
Be fair and honest.
Cultivate a feeling of family.
Promote integrity.
Do not tolerate sub-par performance.
Insist on workplace safety.
Reduce the number of meetings.
Make work fun.
These employee retention strategies all relate in one way or another to corporate culture.
However, one environmental issue tends to stand out above the rest.More than ever, employees
want a culture of openness and shared information. They want to know where the company is
going and what it will look like in the future. How is the company doing financially? Where does
it stand in the marketplace?Above all, employees insist on knowing how their specific jobs fit
into the grand scheme of things and what they can do to help the organisation get to where it
wants to go. If you operate in an open environment where managers share information, you can
expect reduced turnover rates.
To assess your culture's level of openness, ask questions such as:
Do our employees know how the company is doing in key areas such as sales, financials,
strategy and marketing?
Do we promote open-book management (or something approaching it), or do we keep
information a closely guarded secret among the top management team?
Do employees understand our vision, mission and values?
Do we have a values statement that clarifies and supports a culture of openness?
Do we give performance feedback on a regular basis or only at annual review time?
Do we encourage individuals and departments to share information with each other?
Take the pulse of your people on a regular basis. From time to time, bring in an outside third
party to get a more objective view of how your people really feel. Find out if they really know
the vision, mission and values. At the same time, give employees plenty of information about
how the company is performing and where it is going. When people buy into your clearly stated
corporate values and have the information they need to get the job done, they tend to stick
around.
2. Employee relationship strategies
Employee relationship strategies have to do with how you treat your people and how they treat
each other. Developing effective employee relationship strategies begins with three basic steps:
Give your managers and supervisors plenty of relationship training. Recognise that
(in all but the smallest companies) people work for their supervisor, not you. Their pay
cheque may say "XYZ company", but their primary work relationship is with their
supervisor. If your supervisors have the knowledge, training and sensitivity to work
effectively with people on an individual level, you'll probably get the bonding you need
to retain employees.
Ask employees why they work for you. When you do, two things happen. One,
employees reinforce to themselves why they work for you. Two, you gain a better
understanding of what attracts people to your company. You can then use that
information to recruit new employees, saying: "Here's why people work for us. If you
value these things, perhaps you ought to work for us, too."
Once you have the information about why people work for you, ask: "What can we
do to make things even better around here?" Do it in a positive way so that it doesn't
become a gripe session, then listen closely to what your employees say. Out of these
conversations will come many good ideas, not only for improving conditions for your
employees but for all facets of your business.
Some top employee relationship strategies:
Use behavioural style assessment tools, such as Myers-Briggs or DISC, to help people
better understand themselves and each other and communicate more effectively.
Help employees to set life goals and get focused on where they want to go. Then help
them to see how their goals match up with company goals and that they can achieve their
goals by staying with the company. If people believe they can achieve their goals and
objectives by working in your organisation, they will think twice before going
somewhere else to work.
Whenever possible, get the family involved:
o Write a letter of commendation and send a copy to the family.
o Write a letter to the family thanking them for supporting your employee.
o Have an open house. Invite the families for a tour to see what the spouse/parent
does.
o Hold social activities such as family picnics, holiday parties, special events.
o Celebrate birthdays.
o Take people out to dinner to celebrate an achievement.
o Hold public celebrations when the company hits major milestones.
Other employee relationship strategies that impact employee retention:
Build mentoring relationships with people to increase their emotional ties to the
organisation.
Be firm and fair. Avoid second-guessing employees.
Celebrate longevity.
Encourage humour in the workplace.
Focus on building individual self-esteem.
Stick up for your people.
Give recognition strategically and deliberately.
Ultimately, employee relationship strategies help to build a sense of family. In families, people
have conflict and disagreements but they learn how to work them out. They stick together
through good times and bad and support each other's growth. Families have an "all for one and
one for all" mentality. It's a lot harder to leave a family than to leave somewhere where you just
go to work.
3. Employee support strategies
Employee support strategies involve giving people the tools and equipment to get the job done.
When people feel they have what they need to perform, job satisfaction increases dramatically.
All employee support strategies stem from three basic principles:
People want to excel.
People need adequate resources to get the job done.
People need moral and mental support from you and your managers.
Employee support strategies start with your and your managers' attitudes. Do you see employees
merely as cogs in a wheel, or as valuable resources that make the company go? Do you expect
high performance or mediocrity from them? Believing that people want to excel (they do!) rather
than perform at minimum levels will lead you to treat them in a much more positive manner.
Information is another key area in employee support strategies. The more information you give
people about what they are doing, what the company is about and why you do things the way
you do, the more valuable it becomes. Help people to understand all the nuances of their jobs.
Why is what they do important to the company? What are the expectations of the customer?
Let people know what is going on. Give them sales figures and some of the financials. You don't
have to disclose salaries and other sensitive information, but let them see performance
measurements, particularly as they affect their jobs.
Other employee support strategies include:
Give people productive work to do.
Provide challenges.
Remove obstacles and barriers to getting the job done.
Adjust jobs to fit strengths, abilities and talents.
Keep the promises you make.
Establish effective communication systems.
Clearly define job responsibilities and accountabilities.
Encourage people to take initiative.
Encourage, recognise and reward creativity and innovation.
Avoid micro-management.
Reduce reporting requirements.
When possible, offer job flexibility.
4. Employee growth strategies
Employee growth strategies deal with personal and professional growth. Good employees want
to develop new knowledge and skills in order to improve their value in the marketplace and
enhance their own self-esteem.
However, don't just "throw" education and training at your people in a random fashion. Instead,
organise and structure your training so that it makes sense for the company and the individuals
who work for you.
Take time to explore your employees' different needs and the best way to meet those needs.
There are many ways to help your people with personal growth that not only make a difference
in their lives, but bond them more closely to the organisation.
Training and education can include:
in-house curriculum for skills training and development
outside seminars and workshops
paying for college and continuing education
CD/DVD, podcast and online learning
cross-training
having employees present workshops in their areas of expertise
bringing in outside experts to educate employees about subjects that affect their personal
lives.
The last bullet point above offers a real opportunity for employers to differentiate themselves and
have a big impact on employee retention. For example, most people own a car. Yet, how many
really know how to buy car insurance? Set up a brown-bag lunch that teaches people the ins and
outs of car insurance and how to get the best buy.
When you offer these kinds of learning opportunities, it sets you apart from other employers and
shows that you truly care about your employees. It's one thing to provide training that helps them
to do a better job because your company benefits from it. It's another thing altogether to offer
education on how employees can improve their lives. They don't expect that. It shows that you
care about them as people, not just as workers who can make money for you.
Other recommended employee support strategies include:
Establish a learning culture.
Create individual learning plans.
Encourage people to join professional and trade associations.
Invest in career planning.
Operate a corporate mentoring programme.
Provide incentives for learning.
Take advantage of internet learning.
5. Employee compensation strategies
Effective employee compensation strategies stem from one fundamental principle: money alone
will not retain most employees. In the old days, companies essentially paid people for their time.
Today, more and more companies pay for performance in every position, not just sales. To
retain employees, your compensation plan needs to incorporate this trend.
Pay-for-performance plans come in a variety of shapes and sizes, but they all involve two basic
activities: defining the job and checking performance against expectations.
When people exceed expectations, give them a bonus. It helps to lay the plan out ahead of time
so that employees understand your expectations and know what they have to do to get the bonus.
But make sure you base it on predefined profit goals, so that you don't pay out if the company
doesn't make money.
If you're not offering some type of incentive or pay-for-performance plan, you're putting your
company at a terrible disadvantage.
Smart employers use a variety of hard (monetary) and soft (non-monetary) employee
compensation strategies to make it difficult for other companies to steal their people away. These
include:
Discuss total employee compensation (salary, benefits, bonuses, training, etc.).
Design reward systems to stimulate employee involvement.
Use flexible employee benefits to respond to a changing workforce.
Offer stock options.
Offer time off, sabbaticals and other forms of non-financial employee compensation.
Provide childcare and/or eldercare.
Provide employee assistance programmes.
Arrange for discounts on purchases.
Arrange for professional services.
Fund fitness club memberships.
Keep in mind that employee compensation constitutes only one piece of the puzzle. If all the
other pieces the environmental, relationship, support and growth strategies don't fit together
into one interlocking whole, you won't be able to pay people enough to work for you.
6.Performance. The benefit of having measurable objectives for employees is fairly obvious to
most business owners and managers, but this perception usually stops short of relating
performance metrics to employee retention. Study after study confirms that people have a deep
desire to feel they're succeeding and that their talents and capabilities are being used in a way
that makes a difference to the business. When people sense their actions are fulfilling this desire,
they begin to develop a sense of belonging and a feeling that your company is their company.
Human beings are often the happiest when they're in the process of achieving a goal. Clear,
achievable objectives that gauge personal, team and company performance provide the feedback
employees need to confirm they're making valuable contributions and accomplishing desirable
goals.
7. Communication. The second essential element in a retention strategy is communication,
specifically a communications process that's structured to inform, emphasize and reaffirm to
employees that their workplace contributions are having an impact. Since we're dealing very
directly with how employees feel about their performance, the company and their work
environment, the question becomes, "How do you know how they feel about these matters?"
Properly done, communication with your staff will provide you with the insights you need in
order to know how your employees feel about working for your business. Do you communicate
on a frequent basis with your employees? Do you have regular meetings with your people? Is it
two-way communication, and do you have a nonthreatening channel for them to offer comments
and suggestions? Do you conduct employee surveys to gather opinions on company issues and
activities? Are your managers and supervisors good listeners? An effective and sensitive
communications plan can provide you with insight on exactly what's driving employee morale
and how your staff members feel about your company.
8. Loyalty. The third element in a successful employee retention strategy is employee loyalty.
True loyalty is not an enforced requirement but an earned response to the trust, respect and
commitment shown to the individuals in your company. When you demonstrate loyalty to your
employees, they'll reciprocate with commitment and loyalty to your business. Remember that
people don't begin their employment with you as loyal employees, but will develop loyalty over
time as they're trusted, respected and appreciated by you.
So how are you going to demonstrate your commitment to them? How loyal are you to your
employees? Are you more concerned about their success or their contributions to your company's
success? In actuality, these two considerations are not mutually exclusive but are both essential
and should work together.
9. Competitive advantage. The fourth and final element in your strategy to retain employees has
to do with your competitive advantage. While that may seem odd at first, think about it: People
want to work for a winner. What sets your company apart from your competition? How are you--
and as a result, your employees--making a difference in your industry, in your community, and
for your customers? Take the time to identify and inform your clients and your employees about
your unique competitive advantage. If your product is similar to others in the marketplace, your
service can be what distinguishes you (and probably should in any case). People want to be with
a winner...and that includes employees.
Conclusion:
Its clear that having proper retention strategies is key in order to retain employees. In
order to foster an environment that motivates and stimulates employees, managers need to
incorporate motivation-building practices into their corporate culture. These practices include
listening to employees and respecting their opinions, basing rewards on performance, and being
available to them for everything from listening to their ideas and concerns to assisting them with
their career advancement. Employees need to feel valued and appreciated, be given feedback,
provided with growth opportunities, be given work-life balance options, and have trust and
confidence in their leaders. All of these retention strategies are beneficial when an employer
wants to keep employees within an organization and keep costs of turnover low.

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