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It hurts when good people break the news that they are moving on. It doesn't just take an emotional toll, but a financial one as well--customer service is disrupted, sales and customers may be lost, other employees are shocked and distracted, and now we have to take on the work of finding a replacement and getting the new person up to speed.

From Hotelexecutive.com

The best way to attract and recruit the right talent is by becoming a great place to work.  That means having senior leaders and managers who demonstrate daily that they care about, respect, value, nurture, and invest in workers at every level. 

More than 70 percent of organizations conduct employee surveys, but many conduct those surveys in such a way that they wish they had never surveyed in the first place. Knowing these 12 most common mistakes makes it less likely you will make them.

Leigh Branham interviewed by David Creelman, Chief Correspondent, Human Capital Institute "Creelman At Large"

Leigh Branham joins Jim Blasingame on The Small Business Advocate to report on the two ways that key employees leave your business, including the inevitable as people seek their own growth, and the preventable kind caused by your own bad management.

Leigh Branham joins Jim Blasingame on The Small Business Advocate to reveal that you need to consider the five elements in the cost of employee turnover – especially the ones you could prevent – as you compensate and lead your people.

Leigh Branham joins Jim Blasingame on The Small Business Advocate to reveal that you need to consider the five elements in the cost of employee turnover – especially the ones you could prevent – as you compensate and lead your people.

Most of the emphasis and onus has been placed on the responsibility of leaders and managers to keep their employees engaged. The obvious truth is that both managers and employees share responsibility for engagement.

I was following a thread of posts on Linked-In recently on the topic of employee engagement, and was a little taken aback by the following statement from one contributor to the lively conversation:

“Some managers don’t believe in employee engagement.”

Here's the question I keep asking myself--Why should we spending our energies proving what we intuitively know already? Instead, if we already know that higher levels of employee engagement are worth striving for, and we are serious about creating a more engaged workforce, it seems to me that we should be focused on: 1. understanding the obstacles to employee engagement, and 2.