By Walter Lipman | Forbes
The more companies can learn about why employees leave them, the better off they are.
Turnover, of course, is one of those management problems with a myriad of subtle costs – from lost productivity to training time to uncertainty that the new hire will work out. Total costs are often estimated from a third of annual salary to numerous multiples of salary for executive positions. And as anyone who’s ever hired employees knows, the process is seldom as simple as you expect it will be.
Which is why I read with interest the results of a new employee retention report that recently came across my desk. The study was conducted by TINYpulse, an employee engagement firm, which surveyed 400 full-time U.S. employees. Overall I’d consider the findings less “surprising” than “validating” – confirming once again the fundamental importance of the basic employee-manager relationship. Let’s review the high-level results.
Related: The greatness gap: The state of employee disengagement/Achievers
