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01/29/2013

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Pay doesn't create culture. Culture makes pay work.

I really appreciate when others share what they have learned. Great summary of a complex topic.

Good points - I agree that pay is way down on the list of why employees leave.

In my opinion though, the comment about exit interviews is too little, too late. I think her point about "stay" interviews is closer to the right path (and tons of fodder for another blog entry!) but I believe that proactively addressing engagement through surveys, predictive modeling and analytics is the way to go.

Powerful article and it's really true. Although I love my present job yet I'm leaving soon after 20 years of dedicated public service because managers seem to be detached from reality and only looking for their own interest instead of the good of the entire TEAM. They seem to embrace a dogmatic, unfriendly, and punitive-focus policies that make employees feel unrecognized and undervalued. These realities although present never hinder me or slow me down from doing what is best for my clients and from going forward to best serve the general public. So I rest my case.

Dan, great perspective. I'll have to use that in an upcoming post (full credit given, of course).

Jeffrey, I generally agree with you that exit surveys are too little too late (one of my favorite studies in the last year showed that exit surveys were the number 2 way HR measured employee engagement).

However, in this case and from this perspective, I agree with Leigh. I think employees are more honest, when conducted by a third party, about why they're leaving.

Ben, yours is a tragic and all too common scenario. It's great and commendable that you remain fully engaged, even though you have one foot out the door. Your organization is clearly losing a star player for want of simple acknowledgement and appreciation.

The pie graph says it all!

Laura, the age-old "the pen is mightier than the sword" falls to "the chart is mightier than the pen."

Then again, "a picture is worth a thousand words" has been around at least as long. Perhaps I should have left my post to just the pie chart and had the shortest and "tightest" blog post of my career!

Nothing really new here, but it is better documented, well said and quite worthy of continual repetition. Just remember, the reality will NOT deter managers from continuing to point as pay as the optimal preferred solution, because it deflects blame and builds their power; so you still have to get past that obstacle (http://www.compensationcafe.com/2010/08/first-you-eliminate-pay-as-the-solution.html).

Jim, I'm glad you commented. I should have linked back to your post in mine. This is a very important point and one that shouldn't be forgotten or, worse, intentionally ignored.

Didn't mean to diss your post in any way, Derek, because it truly is an excellent reminder of a common fallacy. Attributing turnover to pay deficiencies is instinctive and will continue as long as bad bosses exist.

Not a diss at all, Jim. I couldn't agree more with your latest comment, too. Laziness, unwillingness to be introspective, arrogance -- all contribute to bad-boss syndrome, especially in this case.

It is a good post and I am agree with the writer that both manager and employs always differ with other and they do not like each other.

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