How do you keep the best talent in the company?

Le Figaro Réussir publishes a feature this week on the methods employedéby the HR departments of major companies to retain their best éléments. A departure is not abnormal in itself, but the manager must understand the reasons why the employeeéàleft the company. The case of serial departures (two or three managers leaving à within a few days of each other) is à often symptomatic of a deep-seated malaise, or even harassment. The issue of executive loyalty, which has been éstudiedéfor some time in the ÉUnited States, is becoming central in France. Antoine de Riedmatten, Partner éHead of Recruitment at Deloitte France, highlights the new trend in the French market, whereécompanies are hiring again after several yearséof abstinence. Against this backdrop, some sectors, such as banking, are facing égrowing difficulties, while their average age is already éfairly éhighées. Two éléments can êbe decisive in keeping managers within the company: training, which must now be offered throughout a careerèand career development opportunities, which are all the more attractive in a society with a wide variety of professions. Le Figaro Réussir presents some of the most sought-after personalities whose employers were unable to find the arguments to retain them, or on the contrary, those who were able to êbe convinced by their bosses. Consultants Anne Bastard and Brice Mallié of the BPI consultancy, give five key points for retaining an employeeé: the reémunitionsération and benefits, an argument especially valid in the commercial or IT sectors; the qualityé of management; prospects for éevolution; company policy; and the existence of a company project.

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(Le Figaro Réussir, p1-5, Jean-François Arnaud and Anne Jouan, 19/11/2007)