With exceedingly low staff attrition, staff retention is understandably not a burning item on many finance leadership team agendas. However, many CFOs we speak with tell us they nonetheless want to get ahead of key talent flight risks as labor markets normalize. Our recent survey of 983 finance employees suggests that concern about finance talent retention is well-founded.
Our survey revealed that more than one-third of finance staff (many of whom are high performers) plan to leave their job within 12 months. Even more worrying is that, of all the big corporate functions, Finance sits above only IT in rankings of employee commitment, and has less committed employees than teams working in sales, operations, manufacturing, and customer service.
But it’s not all bad news. Our work also identifies steps CFOs and other senior finance managers can take to better engage and retain key talent on their teams.
- Compensation and other financial drivers are not as important as you think for retention: Although high-performing finance employees tell us that compensation is the most important element of their job’s value proposition, our research shows that it is not a critical retention driver.
- Soft, nonfinancial attributes of the job are the most significant drivers of finance staff retention: Of 38 attributes tested, manager quality, future career opportunity, senior leadership reputation, and employee empowerment have the biggest effect on finance staff retention.
more :
cebviews.com/2010/09/20/a-third-of-your-team-wants-to-leave/
Finyear France & International
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Les directives comptables européennes s’offrent un coup de jeune
