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We know why employees leave. Billions are spent each year on reports, whitepapers, and top-level strategies all to better understand phenomenon like the great resignation or quiet quitting. But the truth is this: we should be asking the opposite.What makes employees stay? And more than that, what makes some companies so attractive that employees stay with them for decades?What Makes Employees StayGone are the days when an employee would stay with one company for the best part of their career. Today, the average is just under three years for employees in the 25–34 age bracket.According to research by the Work Institute, 22 percent of resignations are due to a lack of opportunities for growth, promotion, achievement, or training. This trend is only growing with new opportunities to work remotely and higher employee turnover than ever before.What’s clear is that the next generation of employees want to know that the work they do has a meaningful impact. They want real opportunities for development. And they want to feel that they can grow in their role. So, what sets organizations with high employee retention apart?1. Never finding yourself stuckTop organizations understand that career stagnation is a surefire way to lose talented employees. They foster an environment where advancement is fully supported, and moving into different teams or departments is seen as an advantage, not a taboo.It’s not all about promotions, though. By investing in ongoing training and development programs, these companies ensure that employees are always on a path to enrichment. Ultimately, the outcome is a workforce that’s supported, motivated, and always evolving.2. Having an open dialogue about developmentWe now know that 33 percent of employees quit within the first 90 days. This critical point comes down to frustration and mismatches between the expectations of a given role—and the reality. But not every organization sees this 90-day spike. Organizations that start conversations early around job satisfaction, development, and feedback retain talent even in cases where there’s been a rocky first start.When companies talk early and often about performance and development opportunities, HR are in the loop on situational changes, goals, and aspirations, so they (and the employee) always know where they’re going next.3. Getting real recognition for your workWhen did you last get acknowledged for a job well done? Recognition is a powerful motivator. Employees who feel appreciated for their contributions are more likely to stay committed. When employees are recognized as individuals, not just as cogs in a machine, we see them take on new challenges, innovate, and invest their energy in the company’s success.But beyond this, recognition builds trust and allows employees to take on new responsibilities, empowering them to grow in their role rather than placing a limit on potential. Trust and recognition are a fundamental part of the company culture in organizations where employees stay the longest.Why Investing in Talent Pays Off in the Long TermInvesting in your employees is a long-term strategy to strengthen your organization. The cost of high turnover—recruitment, training, lost productivity—far outweighs the expense of developing the talent you already have.Companies that focus on employee growth benefit from the accumulated knowledge, experience, and loyalty of long-term employees, leading to a stronger organization. So, the next time you are asked how you can reduce employee churn, ask yourself the opposite. What can we all do to help employees stay?

What Would Make You Stay With a Company for 10 Years?

In managing our own development, talent developers are faced not only with the challenge of continuous learning, but also the need to have that learning recognized by stakeholders in their careers (employers, human resources departments, and clients, for example). A great way to accomplish this is by earning credentials these stakeholders will recognize. In this edition, we’ll lay the foundation for this dynamic, examine three types of credentials, and explore the ups and downs of pursuing each one.Credential as a ProxyA credential is issued by some authoritative body, attesting the credential holder’s knowledge and skills in a particular area. As a proxy, it speaks on behalf of the credential holder—a degree listed on one’s résumé, for example, or a certificate from a training program entered into one’s LinkedIn page. It says something about you.Social Capital TheorySociologist Pierre Bourdieu suggested we can examine social dynamics as an exchange of capital—you get something, and you give something. When pursuing a credential, you offer two forms of capital: your money and your learning effort. In return, you receive two forms of capital: an education (or other learning experience) and a credential. The rest of this article focuses on the latter, the credential.Types of Credentials and the Social Capital ExchangedWe’ll examine three forms of credentials professionals typically pursue, as well as the capital exchanged to get them. These are: certificates, certifications, and degrees.Certificates. These typically are the simplest to obtain (and the least expensive). Certificates can be awarded by almost anyone—typically schools, businesses, and professional organizations. They can be as short as a few hours or last several weeks or even months. There are no controls over who issues what certificates, so it’s up to each stakeholder to assess their value and meaning. You might not want to put that safety training certificate you got from your employer on your résumé, but you would certainly include that executive leadership training certificate you received from Harvard!In terms of capital exchange, certificates are usually the easiest to earn and the least expensive as well. However, they can sometimes be brief and may not say a lot to people evaluating the holder.Certifications. These differ from certificates in meaningful ways. First, they’re typically awarded by either governmental agencies or professional associations. Second, they tend to be much more widely recognized in professional circles. (They can even be mandatory. You can’t practice law without a law license, for example.) Typically, a certification will require a certain amount of professional experience and the passing of an examination, adhering to a code of ethics and continuing education to maintain the credential. In talent development, our professional body, the Association for Talent Development, offers two levels of certification: the Associate Professional in Talent Development (APTD®) and the Certified Professional in Talent Development (CPTD®). Achieving either of these attests to the holder’s experience and their knowledge (demonstrated by passing a certification examination).When thinking about capital exchange, certifications often offer the best “bang for the buck.” Many relevant certifications can be obtained inexpensively and can have a great impact on one’s career, both in terms of learning and recognition.Degrees. Degrees are offered exclusively by colleges and universities. They require one or more years of focused study. Whether it’s a bachelor’s degree to round out your education, a master’s degree to get advanced training, or a doctorate to become a professional who does research, earning a degree—especially one related to your profession—can be an extremely valuable credential to hold.Keep in mind, however, that earning a degree is both time-consuming and can cost tens of thousands of dollars—a huge investment no matter how you look at it. But the capital you receive—advanced training and almost universal recognition—can be a career-booster—or career-changer!ConclusionEarning a credential—whether it’s a certificate, certification, or a degree—can enhance your career tremendously. But keep in mind your own developmental and career goals, as well as the time, effort, and expense involved. Balance this with your other commitments and priorities and you’ll make the best choice for your career—now and into the future.

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