“EMPLOYEES ARE SENDING THE
MESSAGE THAT IT’S NO LONGER
ABOUT WHAT I CAN GIVE TO
THE ORGANIZATION IT IS ABOUT
WHAT THE ORGANIZATION IS
WILLING TO GIVE TO ME.”
—Jane Kwon, vice president, talent and
reward group at Aon-Hewitt.
And why is he leaving? Because, to be brutally
frank, compared to the attention you should be
giving him, you give him about as much attention as
you give the dusty ficus.
For Jay and his imminent “sayonara” slap to
your company logo is a fictionalized representation
of talent risk, otherwise known as talent flight risk,
a concern that companies have got their sensors
honed in on right now.
“It is such a hot topic with all of our clients
right now,” said Jane Kwon, a New York-based vice
president in the talent and reward group for Aon-Hewitt.
And why is this topic so hot?
The economic downturn and the Great
Recession led to the great thinning of the work
force. Those that kept their jobs took on that much
more. And they knew times were tough, they did
the extra work, expanded their expertise and kept
their mouths shut, even as their perks were cut,
their wages frozen, and some of their colleagues
ushered out the door.
A SAILOR sets his sights on a new horizon. Is a key piece of your talent infrastructure already making plans to sail away?
● IN-DEPTH SERIES
Do you know who the 10 percent most committed employees at
your company are right now? You’d better, because for top talent,
employers need to make a case for why their best should stay in
the harbor and not lift anchor. BY DAN REYNOLDS
A RESUME RIPTIDE
he majored in.
But do you know Jay? And if you think you
know him, how well do you know him?
Because I’ve got news for you; Jay is ready to
leave you. That’s right, he’s uploaded his contact
list from your server, he’s transferred his important
documents from his user drive, he’s said goodbye to
the dusty artificial ficus plant in his office, he’s cast
one last wistful look at your receptionist, and he has
got one foot out the door.
• The economic recovery has placed defined
groups of corporate talent at risk for flight to other
• Different generations value different things in a
work culture and a compensation package.
• Employee engagement levels are still far below
where they were four years ago.