From support personnel to C-levels, employee turnover is a costly challenge that all organizations face. According to MIT[1], when considering both real (replacement selection and recruitment, etc.) and opportunity (such as lost productivity) costs, the impact of turnover amounts to up to 150% of an employees' remuneration package.


Unmotivated employees are a curse for any organization. Fewer things are more harmful to the spirit than working in a place where people are neither happy nor engaged in what they do. While some leave, others remain, contaminating those around them. In the past, keeping and motivating employees was simple, competitive salaries, benefits and bonuses; nowadays, these are not enough.
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What can be done?

To retain their key human capital, companies need to think creatively and be able to engage the sense of purpose within all human beings--the desire to be part of something nobler and bigger, to contribute to something higher. This often means revisiting their corporate culture and looking with new eyes what they are doing and what matters to them. A sense of meaning and belonging to an organization are more effective in keeping the motivation and loyalty of employees than money or bonuses alone.
If your employees are lacking motivation, if what you do is becoming meaningless or you can simply feel the spirit declining, contact me. Together we can explore what your explicit (or implicit) corporate culture is doing to your company and develop one that better reflects what you want to achieve.

Let’s turn your company into a conscious one. I can help you rekindle the spark in your team to work together and find shared meaning and inspiration in what you do.

Contact me for a free half and hour initial phone consultation or to set an appointment to discuss how can I help you to bring Spirit back into your organization.

Click here for more information about
"Spirit @ Work"

[1] Schlesinger, Leonard A.; James L. Heskett (1991-04-15). "Breaking the Cycle of Failure in Services". MIT Sloan Management Review 33 (3): 17–28

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