The Retention Revolution: 7 Surprising (and Very Human!) Ways to Keep Employees Connected to Your Company

Build a business with relationships at the center, and you will seize the competitive edge in today’s volatile job/or talent market

People are quitting their jobs in droves, then coming back. Employees are demanding flexibility, while some leaders insist they return to the physical office. Remote work is incredibly convenient but complicated. The job market is always in flux, but one thing is for sure: the last few years have presented the greatest challenges the business world has ever faced. Don’t freak out. If you accept the new reality and harness the incredible power of healthy, authentic relationships, you can seize the competitive edge in this new world of work.

In The Retention Revolution, Keswin makes the case for completely rethinking the nature of work, workers, and workplaces. Rather than view a workforce as a talent pool filled with loyal company employees, you should look at it as a constantly flowing river of dynamic, robust human beings, where people come and go—and often come back. Keswin walks you through this reframing process and replaces seven old ideas that don’t serve anyone anymore with powerful new concepts that drive organizational success, including:

Old: Stability leads to growth

     New: Dynamic change is what powers people and organizations

Old: People are only working when you can see them

     New: Autonomy and flexibility make work work

Old: The more technology, the better

     New: Developing your tech intelligence is paramount

Old: Professional development should be job-related

     New: Companies benefit from well-adjusted employees; personal development is professional development

This game-changing playbook is filled with accessible and actionable case studies and research that will prove how transforming these old ideas into new beginnings is good for people, great for business, and just might change the world.

With The Retention Revolution, you have everything you need to form deep connections with employees (and even potential employees), starting with the organization’s very first contact with the person and extending to throughout the person’s entire career.

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