This program development case study investigates how key ideal employee retention rates in a specific business unit of a financial services company can be improved through specifically targeted organizational interventions, exclusive of salary, grade level, and other benefits, which are designed to nurture and be congruent with employees' neuropsychological preferences. Although a review of literature offered global, rather than specific approaches to employee retention, it did highlight three key components for employee retention: fulfillment/satisfaction on the job, non-monetary rewards and recognition, and managerial behaviors for employee nurturance. A cadre of 32 employees from three geographical locations in a customer service business unit of a large financial services company completed the Herrmann Brain Dominance Instrument (HBDI), which ascertains neuropsychological preferences. Patterns of neuropsychological preferences were found using a Chi-square test for significance. The external comparison group was the general population of two million in the Herrmann International database, while 51 employees from another functional unit, Marketing, were used as an internal comparison group. Through personal interviews, the cadre described a process consisting of specific managerial behaviors in conjunction with a non-monetary recognition/reward system congruent with their neuropsychological preferences which would nurture them, increase their level of fulfillment/satisfaction on the job, and improve their retention rate. This process was implemented by management. Within 12 months the attrition rate decreased from 38 percent to 15 percent, a 60 percent improvement.
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