According to 2006 SHRM Survey, 75% of Employees are looking for a new job.

Well over 35% of HR professionals implemented employee retention programs. The survey reported that employees and HR professionals agreed on the top reasons employees choose to leave their organizations: better compensation elsewhere (30 percent of employees, 40 percent of HR professionals); career opportunity elsewhere (27 percent of employees, 48 percent of HR professionals); and dissatisfaction with potential for career development (21 percent of employees, 29 percent of HR professionals).

While the reasons for leaving may seem clear, I am reminded of an old story every time I hear about retention and turnover. When I was working with CFO’s, HR professionals and CIO’s to create career paths for technology folks in the 80’s, one company stood out beyond all others. It boasted the oldest technology and dungeon -like working conditions. Yet, it had no turnover, no matter how many recruiters tired to pry the folks away. They simply were happy where they worked. I had many long talks with their head of IT back then, Bob Banzak.

His story was simple. Bob felt that if people were happy, challenged, respected and enjoyed and felt valued for their work, they would grow professionally in any work situation and continue to expand their knowledge and value within and outside of the organization. Bob raised the productivity level of both individual contributors and whole teams. He also involved them as partners with end users in the development process as well as strategy implementers. He encouraged them to take time to volunteer in the community and to work the hours that best suited their personal situations and still meet deadlines and expectations. Through this approach, he helped the company see the value of that which his function produced in terms of bottom-line benefits to the company. The president of the company had honored his team formally for their work a company meeting and in the company newsletter just prior to my first meeting with him. The pride that emanated from their dingy work stations was clear and memorable as I entered.

In essence, what Bob was doing was creating the kind of environment that fosters the enduring satisfiers that Howard A. Stevenson defines as those which successful people possess:

• Achievement: Do you have clear external measurements for achievement?
• Happiness: Are you content with or enjoying your life?
• Significance: Do you have a valued impact on others whom you choose?
• Legacy: What have you have left behind of impact–values, accomplishments?

…and he did it is such a way that his staff continued to take on new challenges. He did not leave much room for complacency or stagnation.

Are you creating enduring success? How are you measuring your success? What do you need to add or change in your life to increase your happiness? Are you seeing your work in line with your inner motivation and mission? What might need to change? Are you living your values? Where is there a mismatch? In what ways do you see your life as significant?

What legacy are you leaving behind? What opportunities are being presented to you that you WANT to pursue? What support do you need to exploit them?

Most importantly, as a leader, are you creating an environment for enduring success for your staff?