Not everyone develops his or her retention decision on a benefits package, at least not the smart employee. Don't lock them into one, specific type of work, especially if they express desire to try other things. Benefits, although a positive force, are not the end all and can, at times, be a false sense of security to an employer. And, chances are that your good employee will not stay just because of the benefits. But, is that all you, as an employer, can offer? No.

With all the information needed to do the job--numbers, video feeds, links, simultaneous meetings, and the ability to move seamlessly between them--it's the Nintendo worker's nirvana. We now see much less tolerance in the workplace for passive situations such as lectures, corporate classrooms, and even traditional meetings. One of the biggest lessons the under-30 generation learned from growing up with video games is that if you put in the hours and master the game, you will be rewarded. What you do determines what you get, and what you get is worth the effort you put in. Finally, the younger generation's play preference has implications for employee recruiting, as companies that go on campus with business simulations and other challenging games for potential recruits tend to be very well-received.

I believe it's possible to collaborate in such a way that the whole becomes greater than the sum of its parts. Here are the steps I believe we need to take to have all people involved decide to collaborate, to change, to implement. Imagine if we had the tools to create one big team with all the groups involved, and had them design their own implementation plan that would make everyone happy! Imagine if we knew how to collaborate, so the answers we need for success came out of the community? What are we doing instead? And what is the cost? How many of our best people are leaving because they are unhappy. For him, touching and connecting was via technology. And according to his HR manager, not only was he not personally connecting with customers, he was implementing change without buy-in from the national reps.

To ensure progress and communication, the Focus teams were responsible for reporting to Management at the weekly Steering Committee meetings. To successfully control the improvement to the business consideration must be made to create a process that facilitates both the monitoring of the implementation activities and the embedding of the changes permanently into the organization. In our case, the execution of this phase of the process took two forms. As the trend line in Figure 7 illustrates, the desired results were achieved. Prior to implementing any changes, the capacity loss at shift change for the Exposure tools averaged about 8% with a wide variation from week to week.