The war for talent has never been fiercer. This isn’t 2008; we’re years past the height of the recession. No wonder hiring
managers are finding it harder and harder to attract the right kind of talent, because talent has more choices and options
than ever before.

Also, de facto employer loyalty is no longer regarded as a virtue. Years of layoffs, restructuring, benefit reductions, and
lagging wages have encouraged employees to put their needs first. That might mean, for instance, using a new job offer
to negotiate a better deal with the current employer or simply leaving for that better offer with barely a backward glance.

The bright side to this increased mobility is that employers now have greater opportunity to acquire bright, new
talent. Companies hoping to take advantage of the trend must position themselves to attract the workers
they desire. The way you pay says a lot about you. As you’re developing or refining your customerfacing
brand, consider your pay brand. High performers want to partner with employers of
choice who “get” that fair pay and benefits are necessary for both organizational culture and
ultimately business success.

Turnover is a basic metric in every HR professional’s toolbox. Turnover tells a
story about your company processes, procedures, leadership, and culture.
Turnover also speaks volumes about your compensation. Because turnover
and retention are opposite sides of the same coin, you can seek the right
balance between them to ensure that you’re driving the right talent to
and through your organization.