Estimates of turnover costs range from one to two times employee’s annual salary.

Turnover is a costly problem for an organization and can demoralize employees who remain. Some causes of turnover are visible and cannot be avoided, more troublesome; however, are those indiscernible causes. For a variety of reasons employees are often reluctant to tell management why they are leaving. At Performance Development International, Inc. (PDII), we can help you determine the true cost of turnover, uncover the specific causes and help you develop methods for reducing the cost of this expensive problem. As an unbiased outsider, employees are more willing to share the real reasons why they might leave or have left your organization with PDII consultants. Furthermore, our expert analysis of turnover data can uncover reasons for turnover that may not be apparent.

We will work closely with you to find the answers to important questions such as:

• Does management really understand why employees leave or intend to leave your organization?
• What types of employees are more likely to leave and why?
• How can your company become an employer of choice?
• What is the best strategy for reducing employee turnover, especially among the high performers?
• How can we successfully implement a program to reduce turnover?

Contact PDII today to discuss factors affecting your organization’s turnover and determine how PDII can work with you to retain your most capable employees.

Presentations Made at Professional Associations Highlighting PDII’s Approach to Employee Retention / Turnover and Becoming an “Employer of Choice”

Driver Retention in the Transportation Industry

	Driver Retention: Don’t Drive the Good Ones Away
	Presented at American Trucking Association (ATA) Annual Conference
	Over-the-road trucking traditionally experiences high turnover often ranging from 100 to 200 percent. Given the intense competition for competent truck drivers and the difficulty of retaining safe and reliable drivers, PDII and Marsh Transportation have conducted studies and worked with numerous trucking firms to reduce driver turnover. This presentation summarizes the findings from a joint study of 174 North American trucking firm managers responsible for driver turnover. This study asked these managers to identify programs and company characteristics associated with driver retention and evaluate their effectiveness in reducing turnover.

Developing Competitive Strategies for Attracting, Keeping and Motivating Good Drivers
Presented at the American Trucking Association (ATA) Management Conference

Using Employee Opinion Surveys to Increase Employee Retention
Presented at the National Private Truck Council (NPTC) Annual Conference

Retaining Your Most Important Assets – People Make It Work
Presented at the Canadian Trucking Human Resources Council (CTHRC) Symposium

	Creating High Performance Trucking Companies
	Presented at American Trucking Association (ATA) Annual Conference
	One of the most comprehensive and effective ways of retaining quality drivers is to begin to evolve your firm into a High Performance Organization and become an “Employer of Choice” in your industry and within your local labor markets. Our research and experience indicates that it is not just about compensation but about the quality of leadership, availability of developmental experiences, work environment, and driver safety culture. Because drivers and employees needs are complex, organizations must accurately determine what those needs are and build a systematic process to address them.

Attachment to Organizations: Quo Vadis?
Presented at the 61st Annual Meeting of the Academy of Management

Published Articles Highlighting PDII’s Approach to Employee Retention / Turnover and Becoming an “Employer of Choice”

	Building a Company Culture that Drives Performance: A Case Study
	Published in WorldatWork Journal
	Based on extensive quality and productivity problems, Atlantic Automotive management team realized it needed to create a new organizational structure, reward system, and culture to survive. After an intensive search, the Scanlon Principles and Processes were identified as the means for building a highly competitive organization. Management attributes increased company performance, employee involvement, and employee competence to this plan. On average, each employee has received $1,000 as their share of the performance improvement and company owners have received a better return of investment (ROI).
	In the Hands of Employees
	Published in the WorkSpan
	With the recent controversy surrounding employee ownership, one company has held fast to the same rule for nearly 50 years: Keep it simple, and keep it in the employee’s hands This employee ownership program has resulted in big payoffs for company owners and employees.
	An Examination of the Relationship of Employee Involvement with Job Satisfaction, Employee Cooperation, and Intention to Quit in U.S. Invested Enterprise in China
	Published in the International Journal of Organizational Analysis
	Increasing Company Competitiveness: “Tuning-up” Your Pay System
	Published in the WorldatWork Journal
	The economic shocks and tech bubble of the 1990’s have triggered several new company pay programs and have distorted the alignment of others. This article provides a framework for examining and readjusting your pay plan to better meet company strategic goals, employee needs, and labor market realities.
	Support, Commitment and Employee Outcomes in a Team Environment
	Published in Journal of Management