Get access to the exclusive HR Resources you need to succeed in 2018!
SHRM board member David Windley discusses how unconscious bias can derail workplace diversity efforts.
Is your employee handbook keeping up with the changing world of work? With SHRM's Employee Handbook Builder get peace of mind that your handbook is up-to-date.
Build competencies, establish credibility and advance your career—while earning PDCs—at SHRM Seminars in 12 cities across the U.S. this spring.
#SHRM18 will expand your perspective – on your organization, on your career, and on the way you approach HR. Join us in Chicago June 17-20, 2018
Don't underestimate the importance of job advancement for keeping talent
PHILADELPHIA—Employers in the U.S. are facing a "talent paradox." Despite relatively high unemployment, many companies are confronting shortages in areas where they most need to attract and retain experienced workers. As the economy recovers, employers increasingly should be concerned about losing critical and high-potential talent, according to a presentation at the 2013 WorldatWork Total Rewards conference, held here April 29-May 1.
"There is typically a spike in voluntary turnover after a downturn," said Robin Erickson, a rewards specialist at Deloitte Consulting. The cost of voluntary turnover can be significant and includes loss of productivity, lost institutional knowledge and relationships, and added burdens on employees who must take on more work, she noted. The effects of higher turnover will become even more challenging because "what organizations want to do after a recession is grow."
According to a September 2012
Deloitte research report, when employees were asked to indicate the top factors that would cause them to look for new employment over the next 12 months, they most often cited:
"Pay is important, but executives underestimate the importance of promotion and job advancement, especially among Millennials and Generation X," said Greg Stoskopf, a director at Deloitte. He pointed to the following generation-based employee survey findings:
Top Three Most Effective Retention Initiatives by Generation
Millennials(31 and younger)
Additional bonuses or financial incentives
Additional base compensation
Source: Deloitte Consulting LLP.
"People can be promoted without big increases in salary," Erickson said. "In many instances it's not all about the money."
Wanted: Career Paths
"Employees who believe their employers make effective use of their talents and abilities are overwhelmingly more committed to staying on the job," Stoskopf said.
Organizations should identify workers who are central to the execution of business strategy and then develop or update retention plans to meet the needs and expectations of these employees, he advised. Critical workers could include those who:
Providing identifiable career paths is an important aspect of retention plans, along with coaching and mentoring those with high potential, and moving proven performers into new roles that fit skills developed over time. "Of surveyed employees who plan on staying with their current employer, 72 percent felt that their talents were being effectively used," Stoskopf said.
is an online editor/manager for SHRM.
Pay vs. Intangibles: Which Rewards Best Motivate, Engage?,
SHRM Online Compensation, July 2010
Paths Keep Employees Engaged,
SHRM Online Employee Relations, August 2008
Keep up with the latest news. Sign up for SHRM’s free
Compensation & Benefits e-newsletter
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Your session has expired. Please log in again before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
SHRM Member Discounts Program
SHRM’s HR Vendor Directory contains over 3,200 companies