In 1999 employee turnover shot to its highest level in nearly two decades. On average, 1.2 % of the workforce left their jobs each month last year. This did not include departures due to layoffs, downsizing, or departures of temporary staff. Job turnover is soaring for a few reasons. One is definitely the strength of the economy. If companies need to find workers they can raise salaries, which increases the likelihood that someone will leave a job for one that pays more. Another reason is the loosening of bonds between employer and employee. There are lower levels of loyalty in today’s work environment. Money and perks can be used to attract people to a company but to retain skilled workers, it takes more then just tangible elements. In order to retain good employees, today’s workplace must make the proper adjustments to meet their demands. Good employees will not continue to work in an unpleasant environment if they know they can find a good job elsewhere.

Actions must be taken on the part of employers if good employees are going to be retained. Empowering employees, career advancement opportunities, the right job fit, and a positive workpl

Thirdly, the right job fit is an important component in employee retention. Providing opportunities to explore different positions within the company creates openness and growth. For example, some chemical companies place new scientists in a Research Assignments Program, which provides an introduction to various company research positions. The new hires spend 12-16 months exploring different research areas before they accept a specific position in a laboratory. The new scientists complete three to four different projects at different research laboratories. At the end of the program, each person transfers to a position that is chosen based on the individual’s preference and performance and the company’s current research priorities. This benefits new employees by giving them an opportunity to learn more about the company and helps them to develop a company network with a variety of managers and employees. A learning environment, such as this one, provides a chance to learn on the job and this improves skills, knowledge, and performance. It also keeps the employee’s interest level high. The employee will be more eager to go to work if they feel they will learn something new and improve themselves. Finding something that an employee is interested in and allowing them to go further with it is the beginning of employee loyalty. The best organizations provide employees with opportunities to learn and better themselves. This enhances employee trust and loyalty follows.

accomplish their everyday tasks” (Eitington, 161). Empowering employees allows them to be part of the decision making process. This leads to a better company image, greater employee satisfaction, and decreases employee turnover. At Home Depot, headquartered in Atlanta, employees who are responsible for maintaining product aisles in the company’s stores, proudly and prominently display their names for customers to see. A smart organization gives its employees a sense of ownership. This doesn’t have to be in financial terms, as shown with Home Depot. By giving employees an integral role in the operation of their departments and business units, the company fosters loyalty and commitment from employees. It also inspires them to do their best. Giving employees enough freedom and power to carry out their tasks allows them to take ownership of the results. When individuals believe that the work they are doing is important and that their tasks are meaningful they will maintain commitment to the company and will desire to grow with the company.

A firm earns loyalty by creating a positive work environment that is stimulating and emphasizes employee growth. Today, loyalty is sustained through an organizational culture that encourages motivation, energy, and innovation. Employees value a workplace in which their input is encouraged and appreciated. Emphasizing knowledge sharing and employee feedback is very important when looking to retain skilled workers. An open door policy encourages employees at all levels to ask questions,

satisfaction have changed somewhat in recent years. ‘It’s no longer tied to things like company loyalty’, Morris says. ‘You don’t see much of t

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