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WHATKEEPS YOU?

A White Paper AboutEngaging & Retaining Talent

CAREER SYSTEMS INTERNATIONAL& JORDAN EVANS GROUP

What keeps an employee with an employer? What keeps talent fully engaged on the job? Beverly Kaye, Sharon Jordan-Evans and their organizations have been researching this question for the past fifteen years. Their findings offer insight into what keeps today’s worker in and committed to an organization. It also breaks down stay factors by a variety of demo-graphic variables, including age, gender, job function, job level and industry.

This report presents the latest findings about why peo-ple stay, both physically and psychologically. Future reports will be released as the number of responses significantly increases or any noteworthy changes in the overall results are identified.

The Questions and ProcessBeverly Kaye, Sharon Jordan-Evans and their organi-zations have spent more than fifteen years collecting data from over 18,000 employees in a variety of occu-pations, at all levels, in organizations of all sizes, in a wide range of industries and market sectors. Originally, the research question presented was: “Think back to a time when you stayed in an organization for a while. What kept you? What mattered most?” Responses were collected on paper, and then coded for statistical analysis. The answers from the first 15,670 respon-dents yielded a list of 20 stay factors.

In 2009, our research experts analyzed that list and reduced it to 13 stay factors. That reduction from 20 to 13 was based on the following criteria: (a) the items differentiate between each other (i.e. there is no, or very limited overlap in meaning among the items), and (b) the list include items that came up “high” in both our older and newer research studies. The 13 stay factors became the foundation for our on-line survey http://whatkeepsyou.csiprogram.com/ (2009 to present), which asks respondents to “Think about why you stay in an organization. What keeps you there? What matters most to you?” Respondents select their top three stay factors (ranked in importance) from the list of 13. Ad-ditionally, we ask respondents to rate the degree (1-5) to which each factor is being met in the current job.

ABOUT THE RESEARCH

© Beverly Kaye, Sharon Jordan-Evans and Career Systems International.

The ResultsThe following pages present the background and key findings from our ongoing engagement and reten-tion research. We reference the data collected from the on-line What Keeps You survey (2009-present). Demographic breakdowns are also provided for those who wish to explore the research findings in greater detail or seek information about the retention drivers for a particular demographic group.

If you need any of the following, please call 800-577-6916 or email your request to [email protected]:

n More information about the research or findings presented in this report

n Support for your retention or engagement-related initiatives

n A copy of previous reports


Research BackgroundOne of the major setbacks in building a competi-tive, profitable organization is the loss of talented employees and the consequent loss of momentum and productivity. That is true in a strong or weak economy, with high or low unemployment rates. Talented employees can leave the organization in two ways. Some leave physically, heading out your door and straight to your competitor. Others leave psychologically, disengaging and mentally checking out but physically staying put. Either form of voluntary departure creates big costs for organizations.

Two recessions since 2000 (the second of which was the largest since the Great Depression) created a tal-ent smokescreen and caused many managers (at all levels) to become complacent, even smug about the need to engage and retain their talent. They believed the threat of losing good people had diminished as voluntary turnover rates dropped. Many managers resurrected a phrase spoken to their employees a de-cade earlier, “Quit whining—be glad you have a job.” Employees, hearing that phrase, in turn assumed a bunker mentality and disengaged, withdrawing dis-cretionary effort. Many of them concurrently launched stealth job searches.

An ongoing Gallup study reports that only 26% of the U.S. working population is engaged (loyal and productive), 55% are not engaged (just putting in time), and 19% are actively disengaged (unhappy

and spreading their discontent). They also report that this disengagement is costing the American economy up to $350 billion per year in lost productivity. Our assessment, based on the Gallup figures, is that each employer is wasting approximately 10% of its payroll dollars on lost productivity due to these levels of disengagement.

What will happen next as the economy strengthens, choices become increasingly available, and aging Baby Boomers begin to retire? Will talent stay with their organizations or will they go? Recent research by CNN/Money revealed that an unbelievable eight out of ten workers plan to look for a new job as the economy lights come back on. But losing your talent is not inevitable.

There are many things you can do to keep them engaged and on your team.

The odds of engaging and retaining talent during any economy are directly related to the degree to which companies are providing what employees really want from their jobs. And what people really want hasn’t changed much, despite dramatic economic swings. Our findings show that the top engagement and retention drivers are largely the same today, as we leave two recessions behind, as they were amid both recessions and at the peak of the tight labor market in 2000.

ENGAGEMENT AND RETENTION … TODAY’S TALENT MANAGEMENT IMPERATIVE


“DESPITE HIGH UNEMPLOYMENT IN MANY COUNTRIES, THE GLOBAL ECONOMY IS ENTERING AN ERA OF TALENT

SCARCITY THAT, IF LEFT UNADDRESSED, WILL HINDER ECONOMIC GROWTH WORLDWIDE.”

- WORLD ECONOMIC FORUM

Trends in Talent Management As the global economy increasingly becomes knowl-edge-based, organizations must build cultures that engage and retain talent if they are to survive, let alone thrive. We see the spotlight focusing again on engagement and retention for seven reasons:

Demographics and the population hourglass fuel con-cern about skill shortages. Baby Boomers throughout the world are already beginning to leave the workforce, either completely or on a part-time basis, creating a demo-graphic earthquake as they take their institutional memory, well-honed productivity, leadership skills and experience with them. A Manpower study found one-third of man-agers worldwide struggle to fill skilled positions, despite increased unemployment rates. The key is to check your own backyard (your industry, function, geography). Are you worried about having enough skilled workers?

Workers’ attitudes and expectations have shifted. Workers today will tell you, “Grow me, challenge me, care about me, or I’ll find someone who will.” Blind loyalty to an organization is a thing of the past, and the layoffs of the past recession have further reinforced that attitude. Today’s employment agreement is based instead on a mutual contract—I bring my best to the organization and in return the organization provides me learning, growth, reward and respect.

New employment options continuously lure the best and the brightest. Talented people always have

choices and your competitors want your best and brightest. Additionally, the free-agent alternative

(contract, part-time, temporary work) is beck-oning countless workers, making retention

all the more challenging.

New job search methods make it easier to uncover op-portunities. Job seekers may not even have to leave their desks, thanks to Internet job sites (e.g. Monster.com) that provide ready access for two-way job exploration, locally and abroad. And headhunters are always looking for the best people—the majority of whom are employed and, often, not even actively seeking employment elsewhere. And don’t forget social media. Their next job offer may come because they are linked in!

The cost of losing talent is high, no matter what the economic conditions. Experts across the board agree that the cost of replacing talented workers can easily average two times their annual salary, not including the indirect costs of lost knowledge, lost clients or sales, de-clining morale, and rising inefficiencies. Replacing platinum workers (those with highly specialized skills) costs four to five times their annual salaries.

In times of uncertainty, the risks for losing top talent are especially high. Workplace experts report that survivors of downsizing — the workers who remain in their jobs after the cutback announcements and departures — begin to walk out the door six to 12 months after the initial layoffs. They are often over-worked, underappreciated and look-ing for greener pastures. Those that stay may disengage, threatening productivity and team morale. If you’re in the midst of, or just emerged from big changes, you’re at risk.

In the new economy, talent is a key differentiator. Advances in technology increasingly level the compet-itive playing field, with talented employees increasingly becoming the only competitive advantage. One executive put it this way, “We all have the money. We all have the technology. The only differentiator is the people.” Is that true for you?

1

4

2

5

6

7


3

During the first “talent war” from 1998 to 2001, lead-ers launched major initiatives to keep good people from bolting in response to multiple job offers. Today, competent, strategic-thinking leaders struggle to en-gage and retain talent that is sometimes demoralized, overworked and pessimistic about their companies’ futures. These leaders know that how they develop, care about and listen to employees today will deter-mine how many not only stick around, but also stay fully engaged, regardless of the economy’s strength and the condition of the labor market.

And a final note to you believers: Even if you are a talent-focused manager and/or work for an organiza-tion that has a reputation as being “retention-orient-ed,” you simply cannot afford to rest on your laurels. Fair or unfair, all organizations today are vulnerable. Even the best of the best lose employees who be-come anxious from hearing news everyday about the socio-economic environment and its effect on their industry or company. How many managers realize they need to stop thinking that engagement and retention strategies are something they do in addi-tion to their jobs? How many now think about such behaviors as an ongoing and integral part of their leadership role and a way of getting work done, en-suring quality, retaining customers and maintaining shareholder value? In many cases, we’re talking about a dramatic culture shift.

TALENTWARS


What’s Old is New AgainWe’re learning that stay factors or engagement/retention drivers haven’t significantly changed over the past 15 years, from the start of the talent wars through two recessions and into gradually improving economic health. We’ve also found that when we closely scrutinize the data, we can see some subtle differences among demographic groups. Both the consistent stay factor data and the subtle group dif-ferences can guide organizational efforts to engage and retain talent.

AN INVITATION

Please complete the “What Keeps You” Survey by going to: http://whatkeepsyou.csiprogram.com/

WHO HAS RESPONDED?

Demographics for the 2,818 respondents include (see Appendix A for details):

n Age—Sixty-nine percent (69%) of the respondents are between the ages of 31 and 55.

n Company size—Twenty-seven percent (27%) of the respondents are from organizations employing 10,000 or more employees; 16% work for compa-nies employing 2,500 to 10,000; and 53% of the respondents work in companies employing less than 2,500 people.

n Function—The functions most strongly represent-ed are Human Resources/Training at 37%; Con-sulting at 9%; Operations/General Management at 8%; Sales/Marketing at 7%.

n Gender—Sixty-six (66%) of the research popula-tion are female and 30% are male.

n Geography—Eighteen (18%) of the respondents are International or Canadian. In the U.S., 11% of the respondents work in locations in the North-east, and 18% in the Midwest. The Southwestern, Western, and Southeastern regions of the U.S. are represented about equally at 8-13%.

n Industry—The industries most represented are Medical/Healthcare (11%) and Banking/Financial Services (8%).

n Level—Forty percent (40%) of the responses reflect the opinions of middle managers (i.e. Manager and Supervisor); 29% are individual contributors and 27% are Directors and above.

KEYFINDINGS


Why They Say They StayAfter years of research and more than 18,000 total responses (from the original database and the on-line survey reviewed here), certain factors clearly and con-sistently surfaced as the top drivers of engaging and retaining talent. These stay factors have changed very little over time and across demographic groupings.

Here are the top six stay factors, in descending order of frequency of response. Note: Each respondent selected their top three stay factors. The total num-ber of responses is therefore 8,454. (see Appendix B for details)

It is clear from the data that pay is not what compels people to stay and stay engaged in organizations. In fact, Fair Pay has moved from fourth place in our earlier research to sixth place in our most recent findings. Talent today continue to want opportuni-ties to be challenged with meaningful work; want opportunities to grow and develop; and want to feel valued by their boss and their organization for their contribution in a flexible work environment. It makes business sense for organizations (and you) to devote resources to the stay factors that matter so much to so many people. It also makes sense, though, to take demographic differences into account as you manage different ages, genders, levels, and functions.

DIFFERENT STROKES

While the top stay factors deserve your full attention and will improve the engagement and retention levels of all your talent, the following findings provide insight into what the various demographic groups want from their jobs and, therefore, how you can better engage and retain each group. For example, both men and women want flexibility in the workplace. What are you and your organization doing to promote flexible work arrangements? While you note demographic differences, remember to take individual differences into account as well. Find out what each of your talented employees wants.


Exciting, challenging or meaningful work (62.9%)

Supportive management/good boss (40.6%)

Being recognized, valued, respected (39%)

Career growth, learning and development (32%)

A flexible work environment (22%)

Fair pay (19%)

BY AGE (see Appendix C for details)

In general, the ranking of most stay factors are somewhat consistent across age groups. However, the data does reveal some interesting patterns:

Being engaged by Exciting, Chal-lenging and Meaningful Work is increasingly cited with age. In fact, respondents over 51 years old trumped all other age groups, with 67% citing this stay factor as the most important.

Frequency of responses for Career Growth, Learning and Development steadily decrease after age of 40.

Supportive Management/Great Boss ranks #2 or #3 for all age groups except for those under 25.

Doing work they perceive to be Fun is most cited by workers 30

and under.

Pride in Organization, its Mission or Product mat-

ters most to workers over 51.

BY GENDER (see Appendix D for details)

Differences and similarities:

Fair Pay is cited more frequently by men than women as one of the top retention factors.

Women cited Supportive Manage-ment/Good Boss more frequently than their male counterparts.

Exciting, Challenging and Meaning-ful Work is ranked #1 for men and women.

Women cited A Flexible Work Envi-ronment twice as often as men.

There is no significant difference between men and women regarding: desire for Career Growth, Learning & Development or Job Security/Stability.

BY LEVEL & INDUSTRY (see Appendices E & F for details)

Note: This report shows results for the ten industries most strong-ly represented in polling to date.

Some of what we’ve learned:

Exciting, Challenging or Meaning-ful Work ranks #1 in all industries and at all levels. It increases in im-portance with each level and for Executives we find a 20% spread between this factor and the #2 ranking factor, Being Recognized, Valued, Respected.

Supportive Management/Good Boss ranks a strong second (48-58% of responses) for those working in Healthcare, Computer/IT and Insurance industries. It matters most (ranking #2 or #3) to Managers, Directors and Indi-vidual Contributors.

Fair Pay ranks #6 or #7 for re-spondents representing all levels, from Individual Contributors to the C-suite.

While Loyalty & Commitment to Co-workers or Boss ranks rel-atively low for all demographic groups, it is lowest for those in Aerospace and Insurance (only 2% cite it as a stay factor).

STAYFACTORS


BY JOB FUNCTION (see Appendix G for details)

Note: This report includes results for the 10 job functions most strongly represented in polling to date.

Interesting Findings include:

Exciting, Challenging or Meaningful Work ranks #1 in all job functions, but to varying degrees; e.g. 77% of Consulting or OD respondents and 44% of Customer Service/Support respondents ranked it #1.

Fair Pay matters most to those in Engineering & Manufacturing (ranks #3) and Sales/Marketing (ranks #5).

Respondents from Human Re-sources, Training & Sales/Marketing ranked Being Recognized, Valued, Respected either #2 or #3.

Supportive Management/Good Boss matters greatly (ranking #2) to those in Human Resources, Consulting, IT, and Customer Service.

BY GEOGRAPHY (see Appendix H for details)

No significant differences were found among regions of the U.S. or international respondents. Check it out. Note the 1,134 responses from International sur-vey respondents. See how they match those of your geographical region, or your industry or job function.

What matters most to people seems to not correlate to where they live and work.

BY COMPANY SIZE (see Appendix I for details)

Job security & stability ranks lowest (#11) for respondents from small companies (less than 250).

Exciting, Challenging or Meaning-ful Work ranks #1 for all respon-dents, regardless of company size.


Degree Met In our survey (you’ve taken it, right? http://what-keepsyou.csiprogram.com/), we ask respondents to indicate the degree to which each of the stay factors they selected as important is being met in the current job. (see Appendix J for details)

Here are a few of the findings. First, the good news:

Exciting, Challenging or Meaningful Work (#1 ranked stay factor by all demographic groups) is six times more often met than not met.

Supportive Management/Good Boss and Career Growth, Learning and Development are three times more often met than not met.

Being Recognized, Valued and Respected is 2.5 times more often met than not met.

The not so good news is:

There are some unhappy workers out there. Fourteen and a half percent (14.5%) of responses fell in the “not met” category (a rating of 1 or 2 out of 5).

Twenty percent (20%) of “not met” responses were recorded in each of the following categories:

• Being Recognized, Valued and Respected

• Supportive Management/Good Boss Being

• Career Growth, Learning and Development


ConclusionYou’ve read every word of this paper. Or, you came straight to this page in search of the “so what.” What’s the bottom line? Here are the takeaways as we see them:

Stay factors really don’t change much. Researchers began the study of job satisfaction and employee motivation decades ago. Today we call it employ-ee engagement and retention, but the search is largely the same. We want to know what will keep our talent on the team and producing at their peak (stay factors). There is agreement and consistency across numerous demographic groups and over time, independent of economic fluctuations. People still want:

• Exciting, challenging, meaningful work

• Supportive management/good boss

• Be recognized/valued/ respected

• Career growth, learning and development

• A flexible work environment

• Fair pay

Generalizations are useful, but not enough. Acknowledging the research (and this list of stay factors) gives us a head start in the race to recruit, engage and retain talent. Beyond this list, though, savvy leaders at all levels need to conduct “stay interviews.” They need to know what each of their talented employees want and need. For one it might be a promotion, while another does his best in a fun, enjoyable work environment.

Note when you’re surprised by research. The finding that your most senior workers care as much (or more) as your Gen Y’s about exciting, challenging, meaningful work could be shocking news. It might also inform some innovative approaches to engaging and hanging on to

your Baby Boomers a little while longer. Note, too, that this stay factor was cited as #1 by respondents from every organizational level, from individual contributor to executive. Think about the implications of this finding. How might you help your talent find even a little bit more meaning and challenge in their work?

The buck stops with managers. Having a good boss lands squarely in the top five stay factors time after time. And bosses have tremendous power and influence when it comes to delivering on every single stay factor we’ve identified in our research.

It’s important to track trends and shifts. For example, we’ve seen “flexible work environment” move up the stay factor list in recent years. Is it be-cause younger generations expect (even demand) that in a job? Is it because so many workplaces have adopted the “work-more” philosophy that asks employees to sacrifice more for their employ-ers? We don’t know the reason why, but it makes sense to take note, look at your own employees and organizational culture and perhaps then, to take action!

Close the gaps. Survey your employees to find out what matters most to them and then ask to what degree each stay factor is being met in the current position. Our survey does just that and finds there is room for improvement. Ask your talented people what would move their score from a three to a five on a given stay factor and then link arms with them to close that gap.


Age

JOB FUNCTIONPercentage (%)

25.9

11.0

9.3

Personnel/Human Resources

Training

Consulting/OD

8.3Operations/General Management

7.0Sales/Marketing

4.2Engineering/Manufacturing

4.2Administration

3.6IT/IS/Technical Maintenance

3.3Customer Service/Support

3.0

86 3.1Finance/Accounting/Tax

Research & Development 1.9

86 3.1Nurse 1.3

86 3.1Administrative Assistant/Clerical 1.3

86 3.1Public Relations 1.3

3.1Legal Services/Contracts 1.0

86 3.1Procurement/Buyer 0.8

9.3Other Function

3.3MISSING DATA

APPENDIX APARTICIPANTS IN STUDY


Percentage (%)

FEMALE

MALE

MISSINGDATA

66.1

30.3

3.6

GENDER

Percentage (%)

MANAGER

INDIVIDUAL CONTRIBUTOR

DIRECTOR

30.6%

29.7%

17.1%

EXECUTIVE 10.4%

SUPERVISOR 7.7%

MISSINGDATA 4.5%

LEVEL

GEOGRAPHYGeography Percentage (%)

Midwest 18.1West 13.0Northeast 11.1Southeast 11.0Southwest 8.5Northwest 6.2Mid-Atlantic 5.1Canada 4.9National 2.1International 13.4Other 3.1MISSING DATA 3.6

Size Percentage (%)

<250

COMPANY SIZE

25.9

250-499 6.8

500-999 8.3

1000-2499 11.9

2500-9999 16.9

10000+ 27.4

MISSING DATA 3.8

Age

AGEPercentage (%)

0.4

2.8

9.6

<20

21-25

26-30

11.931-35

12.836-40

15.041-45

14.746-50

14.751-55

9.056-60

6.1

3.1

60+

MISSING DATA


Industry Percentage (%)

INDUSTRY

Medical/Healthcare........ 11.2 Banking/Financial Services.......... 8.0 Consulting/Coaching/OD.......... 7.1 Government.......... 6.9 Education (any level/any related service).......... 6.0 MFG/Production.......... 4.9 Non-profit.......... 4.9 Computer/IT.......... 3.8 Insurance.......... 3.4 Aerospace.......... 3.2 Retail.......... 2.8 Pharmaceutical/Bio-Tech.......... 2.2 General Consumer Products/Household Prods........... 1.8 Software.......... 1.7 Electronics/Technology Development.......... 1.6 Restaurant/Food Service.......... 1.6 Telecommunications.......... 1.6 Training/Employee Development.......... 1.6 Hotel / Lodging.......... 1.5 Automotive.......... 1.3 Construction/Contracting/Home Repair.......... 1.1 Transportation.......... 1.1 Utilities.......... 1.1 Agricultural.......... 1.0 Distribution.......... 1.0 Entertainment/Radio/TV/Film.......... 1.0 Advertising/Marketing.......... 1.0 Internet/E-business.......... 0.8 Real Estate.......... 0.6 Legal Services.......... 0.6 Mortgage/Brokerage.......... 0.5 Staffing/Executive Search/Recruiting.......... 0.5 Travel/Tourism.......... 0.5 Publishing.......... 0.5 Market Research.......... 0.4 Architechtural/Land Development.......... 0.4 Office Products.......... 0.3 Music.......... 0.2 Public Relations.......... 0.2 Social Worker/Counseling.......... 0.2 Airlines/Aviation.......... 0.2 Cosmetics/Beauty Products.......... 0.2 Fitness/Health Club.......... 0.1 Public Administration.......... 0.1 Recreational Services.......... 0.1 Refinery.......... 0.1 Photography/Imaging.......... 0.0 Other Industry.......... 5.3 MISSING DATA.......... 3.8


Drivers Percentage (%)

62.0

40.2

39.4

Exciting, challenging or meaningful work

Supportive management/good boss

Being recognized, valued, respected

32.4Career growth, learning and development

22.1A flexible work environment

19.2Fair pay

16.2Job location

15.1Job security and stability

13.7Pride in the organization, its mission or product

13.5

3.1Working with great co-workers or clients

Fun, enjoyable work environment 11.3

3.1Good benefits 9.5

3.1Loyalty and commitment to my co-workers or boss 5.4

APPENDIX BOVERALL RETENTION DRIVERS





Career growth, learning and development

A flexible work environment

Fair pay

Job location

Job security and stability

Pride in the organization, its mission or product

Working with great co-workers or clients

Fun, enjoyable work environment

Good benefits

Loyalty and commitment to my co-workers or boss

Drivers

1

5

3

2

10

4

6

9

13

11

7

8

12

56.2

28.1

38.2

52.8

11.2

33.7

22.5

12.4

5.6

7.9

12.4

12.4

6.7

<25(%)

56.5

35.1

28.4

43.2

18.8

23.6

18.8

16.2

9.6

11.4

7.9

11.8

6.3

26-30(%)

1

3

4

2

7

5

8

9

12

11

7

10

13

58.2

40.5

38.1

44.1

22.4

21.1

14.5

13.8

9.1

13.1

13.1

7.8

4.3

31-40(%)

1

3

4

2

5

6

7

8

11

10

9

12

13

62.6

44.0

41.5

27.8

25.2

17.7

15.8

15.8

14.0

12.1

10.6

8.0

4.9

41-50(%)

1

2

3

4

5

6

7

8

9

10

11

12

13

67.0

40.1

42.4

22.3

20.6

16.0

15.2

15.6

19.6

16.0

7.7

11.0

6.5

51+(%)

1

3

2

4

5

7

10

9

6

8

12

11

13

RAN

KIN

G

RAN

KIN

G

RAN

KIN

G

RAN

KIN

G

APPENDIX CRETENTION BY AGE







Fair pay

Job location





Good benefits


Drivers

1

2

3

4

5

6

9

7

10

8

11

12

13

62.7

43.1

40.3

31.8

26.2

15.9

13.9

14.2

12.5

13.9

11.0

8.4

6.0

(%)

RAN

KIN

G

RAN

KIN

G

FEMALE

1

3

2

4

9

5

6

7

8

11

10

12

13

60.4

34.7

37.7

34.1

12.9

26.3

19.9

17.4

16.5

12.1

12.3

11.4

4.5

(%) MALE

APPENDIX DRETENTION BY GENDER







Fair pay

Job location





Good benefits


Drivers

1

2

3

4

5

6

7

8

9

10

11

12

13

60.2

42.0

40.5

37.3

20.1

19.0

15.6

15.0

13.2

12.1

11.3

8.1

5.6

Manager

(%)

69.2

44.5

47.2

29.4

21.7

14.7

13.9

9.3

14.5

15.1

8.3

5.8

6.4

Director

(%)

1

3

2

4

5

7

9

10

8

6

11

13

12

53.2

33.9

34.9

40.4

17.0

22.9

15.6

23.4

13.3

11.5

14.2

12.4

7.3

Supervisor

(%)

1

4

3

2

7

6

8

5

10

12

9

11

13

73.6

37.0

43.8

28.4

21.2

19.2

12.7

9.9

22.3

13.0

10.6

3.1

5.1

Executive

(%)

1

3

2

4

6

7

9

11

5

8

10

13

12

58.6

40.0

33.9

29.3

25.6

20.6

17.7

17.5

11.0

14.6

13.2

13.8

4.4

IndividualContributor

(%)

1

2

3

4

5

6

7

8

12

9

11

10

13

RAN

KIN

G

RAN

KIN

G

RAN

KIN

G

RAN

KIN

G

APPENDIX ERETENTION BY LEVEL







Fair pay

Job location





Good benefits


Drivers

1

2

3

4

5

6

10

8

7

11

9

12

13

59.0

50.2

36.6

31.9

21.8

18.9

12.3

15.1

16.1

10.7

12.6

7.9

6.9

Medical/Healthcare

(%)

59.7

45.1

50.4

31.4

18.6

16.8

13.7

11.1

11.5

14.2

13.3

8.8

5.3

Banking/FinancialServices

(%)

1

3

2

4

5

6

8

11

10

7

9

12

13

76.1

36.8

36.3

34.8

35.3

12.9

11.9

7.0

16.4

16.9

9.0

2.0

4.5

Consulting/Coaching/

OD(%)

1

2

3

5

4

8

9

11

7

6

10

13

12

60.3

42.3

26.8

25.8

21.6

19.1

14.9

26.8

13.9

14.4

11.9

17.5

4.6

Government

(%)

1

2

3

5

6

7

9

4

11

10

12

8

13

70.6

37.1

37.6

26.5

32.9

10.6

15.3

14.7

13.5

15.9

9.4

10.6

5.3

Education

(%)

1

3

2

5

4

10

7

8

9

6

12

11

13






Fair pay

Job location





Good benefits


Drivers

1

3

2

4

6

5

7

9

10

11

8

12

13

59.9

36.5

41.6

34.3

23.4

26.3

23.4

12.4

10.2

8.8

13.1

5.8

4.4

MFG/Production

(%)

63.5

30.7

38.7

23.4

31.4

15.3

8.0

13.9

27.0

21.9

10.2

9.5

6.6

Non-profit(%)

1

4

2

6

3

8

12

9

5

7

10

11

13

67.6

49.1

42.6

35.2

17.6

13.9

20.4

10.2

13.0

9.3

9.3

1.9

10.2

Computer/IT(%)

1

2

3

4

6

7

5

9

8

11

12

13

10

62.1

48.4

38.9

28.4

28.4

12.6

16.8

16.8

16.8

10.5

12.6

5.3

2.1

Insurance

(%)

1

2

3

4

5

9

6

8

7

11

10

12

13

53.3

31.1

27.8

34.4

19.9

26.7

27.8

16.7

13.3

15.6

11.1

21.1

2.2

Aerospace

(%)

1

3

4

2

8

6

5

9

11

10

12

7

13

RAN

KIN

G

RAN

KIN

G

RAN

KIN

G

RAN

KIN

G

RAN

KIN

G

RAN

KIN

G

RAN

KIN

G

RAN

KIN

G

APPENDIX FRETENTION BY INDUSTRY







Fair pay

Job location





Good benefits


Drivers

1

2

3

4

5

6

7

8

9

11

10

12

13

63.8

51.5

46.8

32.6

19.6

17.9

13.0

11.2

11.1

9.2

11.0

6.2

6.0

Personnel/Human

Resources(%)

69.3

40.5

42.4

32.7

22.7

12.6

12.6

12.3

10.4

19.1

13.6

8.4

3.6

Training

(%)

1

3

2

4

5

8

9

10

11

6

7

12

13

77.2

41.1

33.5

33.1

34.6

12.2

11.4

7.6

12.9

17.6

11.4

4.6

3.0

Consulting/OD

(%)

1

2

4

5

3

8

10

11

7

6

9

12

13

60.3

33.8

37.2

39.3

18.8

19.1

16.7

17.9

17.5

14.5

11.5

9.4

4.3

Operations/General

Management(%)

1

4

3

2

5

6

9

7

8

10

11

12

13

56.9

38.6

40.6

31.0

24.4

26.9

18.8

9.6

17.8

14.7

10.7

6.1

4.1

Sales/Marketing

(%)

1

3

2

4

6

5

7

11

8

9

10

12

13






Fair pay

Job location





Good benefits


Drivers

1

5

2

4

9

3

6

7

8

11

12

10

13

55.5

28.6

36.1

29.4

14.3

33.6

20.2

20.2

19.3

12.6

10.1

13.4

6.7

Engineering/Manufacturing

(%)

59.0

33.3

34.2

32.5

23.1

20.5

12.8

29.1

13.7

9.4

10.3

14.5

7.7

Administration

(%)

1

3

2

4

6

7

10

5

9

12

11

8

13

46.1

36.3

32.4

33.3

23.5

21.6

17.6

22.5

13.7

13.7

10.8

16.7

11.8

IT/ITSTechnical

Maintenance(%)

1

2

4

3

5

7

8

6

10

11

13

9

12

43.6

35.1

28.7

30.9

18.1

25.5

25.5

28.7

17.0

9.6

14.9

14.9

7.4

CustomerService/Support

(%)

1

2

4

3

8

6

7

5

9

12

11

10

13

54.1

27.1

38.8

36.5

18.8

24.7

27.7

25.9

14.1

10.6

5.9

14.1

4.7

Finance/Accounting/

Tax(%)

1

4

2

3

8

6

7

5

9

11

12

10

13

RAN

KIN

G

RAN

KIN

G

RAN

KIN

G

RAN

KIN

G

RAN

KIN

G

RAN

KIN

G

RAN

KIN

G

RAN

KIN

G

APPENDIX GRETENTION BY JOB FUNCTION







Fair pay

Job location





Good benefits


Drivers

1

2

3

4

5

6

10

8

7

9

11

12

13

60.1

39.5

39.1

30.9

25.4

20.0

12.9

11.2

17.0

14.7

10.8

8.2

5.3

(%)

RAN

KIN

G

61.9

43.3

34.2

29.3

21.6

18.4

14.0

18.4

16.7

14.5

10.7

10.7

6.3

(%)

1

2

3

4

5

6

10

8

7

9

11

12

13RA

NKI

NG

60.4

45.4

40.9

32.9

22.4

14.7

19.8

14.4

11.5

14.4

8.9

8.3

6.1

(%)

1

2

3

4

5

7

6

8

10

9

11

12

13

RAN

KIN

G

62.1

38.8

41.1

29.8

23.6

19.4

17.2

14.9

12.6

11.7

14.9

8.7

5.2

(%)

1

3

2

4

5

6

7

8

10

11

9

12

13

RAN

KIN

G

RAN

KIN

G

RAN

KIN

G

RAN

KIN

G

RAN

KIN

G






Fair pay

Job location





Good benefits


Drivers

1

2

3

4

5

6

7

8

9

10

12

11

13

60.0

42.9

36.7

30.0

24.2

21.3

19.6

15.0

15.0

12.9

6.7

10.0

5.8

(%)

64.4

39.1

34.5

33.3

16.7

17.8

17.2

14.9

16.7

14.4

14.9

10.3

5.7

(%)

1

2

3

4

7

5

6

9

8

11

10

12

13

57.6

44.4

37.5

23.6

21.5

14.6

18.8

19.4

15.3

20.1

10.4

8.3

8.3

(%)

1

2

3

4

5

10

8

7

9

6

11

12

13

75.9

43.1

41.4

27.6

36.2

12.1

12.1

15.5

19.0

10.3

1.7

1.7

3.4

(%)

1

2

3

5

4

8

9

7

6

10

11

12

13

Midwest West Northeast Southeast

Southwest Northwest Mid-Atlantic NATIONAL

APPENDIX HRETENTION BY GEOGRAPHY







Fair pay

Job location





Good benefits


Drivers

1

4

2

3

6

5

7

8

12

9

10

11

13

67.9

32.8

46.7

34.3

21.9

24.1

14.6

12.4

8.0

11.7

10.2

10.2

5.1

(%)

RAN

KIN

G

63.8

37.6

46.3

41.8

16.1

22.8

13.5

10.3

9.8

10.3

15.6

9.3

2.9

(%)

1

4

2

3

6

5

8

9

11

10

7

12

13

RAN

KIN

G

60.7

34.8

36.0

47.2

16.9

18.0

15.7

18.0

7.9

9.0

13.5

14.6

7.9

(%)

1

4

3

2

7

5

8

6

12

11

10

9

13RA

NKI

NG

Canada International Not Provided







Fair pay

Job location





Good benefits


Drivers

1

3

2

4

5

6

9

11

8

7

10

12

13

64.5

35.2

40.3

31.7

26.9

18.9

13.4

10.2

16.1

16.3

13.1

7.2

6.1

(%)

RAN

KIN

G

55.5

31.9

36.1

25.7

24.6

22.5

19.9

17.3

14.7

15.7

15.2

11.5

9.4

(%)

1

3

2

4

5

6

7

8

11

9

10

12

13RA

NKI

NG

59.1

44.7

38.7

34.0

20.0

20.4

16.2

18.3

9.8

11.1

10.2

11.5

6.0

(%)

1

2

3

4

6

5

8

7

12

10

11

9

13

RAN

KIN

G

58.4

42.5

42.8

33.2

21.9

18.9

12.9

14.4

12.0

15.0

13.2

9.0

6.0

(%)

1

3

2

4

5

6

10

8

11

7

9

12

13

RAN

KIN

G

61.5

47.0

36.2

30.9

20.8

17.4

17.4

18.3

13.0

10.7

11.4

9.4

5.8

(%)

1

2

3

4

5

7

8

6

9

11

10

12

13

RAN

KIN

G

64.2

42.2

40.4

35.2

18.5

18.6

17.1

16.6

14.0

11.5

8.7

9.8

3.4

(%)

1

2

3

4

6

5

7

8

9

10

12

11

13

RAN

KIN

G

<250 250-499 500-999 1000-2499 2500-9999 10,000+

APPENDIX IRETENTION BY COMPANY SIZE

© Beverly Kaye, Sharon Jordan-Evans and Career Systems Intermnational






Fair pay

Job location





Good benefits


Drivers

36

31

28

20

10

18

21

10

10

14

7

12

1

066

98

79

65

20

38

13

12

8

8

21

13

2

1124

115

152

115

37

73

22

27

19

15

34

17

9

2272

147

260

194

77

122

41

62

41

46

86

32

15

3666

320

393

337

191

200

88

173

110

156

110

121

73

4590

425

204

185

288

93

272

143

198

141

61

75

53

51718

1105

1088

896

613

526

436

417

376

366

312

258

152

TotalSelected

3.93

3.78

3.45

3.52

4.13

3.45

4.34

3.98

4.25

4.11

3.50

3.88

4.09

Average

APPENDIX JDEGREE MET

© 2014 Beverly Kaye, Sharon Jordan-Evans and Career Systems Intermnational






Fair pay

Job location





Good benefits


Drivers

0

0

0

0

0

0

0

0

0

0

0

0

0

10

0

0

0

0

0

0

0

0

0

0

0

0

20

0

1

1

0

0

0

0

0

0

0

0

0

32

1

4

2

1

1

0

1

0

0

0

1

1

41

1

1

3

1

1

4

0

0

0

2

0

0

53

2

6

6

2

2

4

1

0

0

2

1

1

TotalSelected

4.33

4.50

4.00

4.33

4.50

4.50

5.00

4.00

n/a

n/a

5.00

4.00

4.00

Overall total selected 0 0 2 14 14 30 4.38

Average

APPENDIX JDEGREE MET - Age Group >20


6

4

11

7

3

5

1

9

2

10

8

RAN

KIN

G






Fair pay

Job location





Good benefits


Drivers

5

4

4

4

0

4

1

0

1

0

2

1

0

14

2

4

7

0

6

2

0

0

0

1

2

0

29

2

7

7

4

5

3

2

1

1

1

0

1

317

8

9

16

2

8

4

5

3

3

2

6

1

411

7

4

7

4

4

6

3

0

3

3

0

5

546

23

28

41

10

27

16

10

5

7

9

9

6

TotalSelected

3.54

3.52

3.18

3.37

4.00

3.07

3.75

4.10

3.20

4.29

3.33

3.22

4.67


Average

APPENDIX JDEGREE MET - Age Group 21-25


6

7

12

8

4

6

13

3

11

2

9

10

1

RAN

KIN

G






Fair pay

Job location





Good benefits


Drivers

6

8

5

5

3

3

2

1

1

2

7

1

0

115

8

14

16

4

13

1

1

3

3

7

4

1

232

8

23

30

7

16

5

8

3

7

10

3

3

357

32

22

42

16

22

9

20

6

10

22

13

6

440

38

13

25

20

10

30

14

13

8

9

10

7

5150

94

77

118

50

64

47

44

26

30

55

31

17

TotalSelected

3.73

3.89

3.31

3.56

3.92

3.36

4.36

4.02

4.04

3.63

3.35

3.87

4.12


Average



8

6

13

10

5

11

1

3

4

9

12

7

2

RAN

KIN

G






Fair pay

Job location





Good benefits


Drivers

11

6

5

10

3

2

3

1

1

2

5

0

0

120

9

13

20

2

8

2

1

1

1

5

1

1

234

20

31

39

8

26

9

3

3

7

12

8

2

380

44

57

64

19

26

10

23

7

17

10

12

7

446

59

19

39

27

12

31

14

14

12

13

7

7

5191

138

125

172

59

74

55

42

26

39

45

28

17

TotalSelected

3.68

4.02

3.58

3.59

4.10

3.51

4.16

4.14

4.23

3.92

3.47

3.89

4.18


Average



9

6

11

10

5

12

3

4

1

7

13

8

2

RAN

KIN

G






Fair pay

Job location





Good benefits


Drivers

6

8

7

11

3

6

1

2

0

0

1

4

0

17

12

18

11

2

5

3

7

2

2

5

0

1

240

21

34

32

12

18

4

4

5

4

11

3

1

383

43

41

49

38

23

8

28

14

28

21

15

8

468

54

30

31

39

21

29

12

15

17

8

4

3

5204

138

130

134

94

73

45

53

36

51

46

26

13

TotalSelected

3.98

3.89

3.53

3.58

4.15

3.66

4.36

3.77

4.17

4.18

3.65

3.58

4.00


Average



6

7

13

11

4

9

1

8

3

2

10

12

5

RAN

KIN

G






Fair pay

Job location





Good benefits


Drivers

10

17

15

11

4

5

0

0

0

0

2

1

1

119

22

23

19

11

17

2

4

3

3

4

0

0

242

26

48

32

10

19

5

12

9

8

11

3

2

3113

60

54

60

28

33

25

23

20

24

14

11

5

470

55

29

18

48

10

41

19

28

16

9

10

8

5254

180

169

140

101

84

73

58

60

51

40

25

16

TotalSelected

3.84

3.63

3.35

3.39

4.04

3.31

4.44

3.98

4.22

4.04

3.60

4.16

4.19


Average



8

9

12

11

5

13

1

7

2

6

10

4

3

RAN

KIN

G






Fair pay

Job location





Good benefits


Drivers

9

22

15

9

4

5

0

2

2

0

1

1

0

123

21

30

19

14

11

5

1

3

3

5

3

4

239

26

47

16

12

11

2

19

6

5

21

6

3

3114

44

57

28

29

19

9

29

15

24

14

12

11

485

67

26

16

48

14

37

20

31

13

5

16

8

5270

179

175

88

107

60

53

71

57

45

46

38

26

TotalSelected

3.90

3.63

3.28

3.39

3.96

3.43

4.47

3.90

4.23

4.04

3.37

4.03

3.88


Average



7

9

12

13

5

10

1

6

2

3

11

4

8

RAN

KIN

G






Fair pay

Job location





Good benefits


Drivers

6

19

11

8

1

10

0

3

2

2

2

3

0

121

18

21

11

2

5

3

9

4

2

2

2

0

233

23

38

15

11

12

6

9

8

6

8

3

1

382

47

66

36

23

32

12

23

24

19

15

17

21

4116

66

34

16

52

9

47

31

37

27

4

13

7

5258

173

170

86

89

68

67

75

75

55

31

38

29

TotalSelected

4.09

3.71

3.54

3.48

4.38

3.37

4.54

3.93

4.20

4.25

3.55

4.92

4.21


Average



6

9

11

12

2

13

1

7

5

3

10

8

4

RAN

KIN

G






Fair pay

Job location





Good benefits


Drivers

9

9

6

5

2

1

2

0

0

3

1

2

1

16

13

20

5

0

4

1

3

2

0

3

3

2

218

7

15

9

6

7

3

6

4

2

6

4

1

363

23

41

20

21

23

2

17

10

17

5

20

7

470

38

27

17

23

5

29

16

28

19

2

7

6

5166

90

109

55

52

40

37

42

44

41

17

36

17

TotalSelected

4.08

3.76

3.58

3.70

4.21

3.68

4.49

4.10

4.45

4.20

3.24

3.75

3.88


Average



6

8

12

10

3

11

1

5

2

4

13

9

7

RAN

KIN

G






Fair pay

Job location





Good benefits


Drivers

2

5

7

1

0

2

1

1

0

0

0

0

0

18

8

7

3

1

2

1

1

1

1

1

1

0

212

9

10

7

1

3

0

0

2

5

5

1

1

344

14

30

16

11

10

4

1

9

10

5

7

5

466

32

18

11

19

4

16

8

30

18

3

6

3

5132

68

72

38

32

21

22

11

42

34

14

15

9

TotalSelected

4.24

3.88

3.63

3.87

4.50

3.57

4.50

4.27

4.62

4.32

3.71

4.20

4.22


Average

APPENDIX JDEGREE MET - Age Group 61+


6

9

12

10

2

13

3

5

1

4

11

8

7

RAN

KIN

G

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