Key Issues

• No trust. Best we can do is try to engage our employees

• Lost trust to a heady combination of circumstances

• Major problem: our employees don't believe us anymore

• Employees want - and will hold out for - more and more flexibility

• Increasing numbers of employees moving out of mainstream business - reducing pool of talent for employers

• More choice of careers also means less reliance on public and private business as a career path

• Today's employees less inclined to take jobs for life

• Counting the cost of departing employees means you can measure the value of any retention strategies

• Part of problems today is shortage of managers who have real people skills

• A history of poor, badly managed communication has compounded growing employee dissatisfaction

• Where CEO is the self-styled ˜chief people officer', companies seem to succeed

• There is today a very real danger of creating considerable disinterest about business as a career