What if everything you think you know about keeping great people is wrong?
In this eye-opening episode, we dive deep with Francie Jain, founder of Terrawada B2B Marketplace, who reveals why your best employees might already have one foot out the door. Discover the shocking truth about employee turnover costs, why ping pong tables and snacks won't save you, and the real reasons high performers leave. Francie shares a powerful case study of how one organization slashed turnover from 24% to 4% and saved $32 million annually. Learn the psychological principles that Google uses to build their most productive teams, and why professional development beats perks every time. This isn't about throwing money at the problem—it's about understanding what drives human motivation and creating a workplace where people genuinely want to stay and grow.
The brutal reality is that 85% of employees worldwide are disengaged at work. Companies with engaged employees see 23% higher profitability, yet most businesses operate with one hand tied behind their back. The biggest misconception founders have about retention isn't what benefits to offer—it's believing there's no real cost to high turnover.
The truth is that employee turnover has massive financial implications. When you lose good people, you're hemorrhaging revenue that could be reinvested into growth. The secret isn't about creating elaborate perk packages or installing the latest office amenities. It's about understanding that people want to grow, contribute meaningfully, and feel psychologically safe in their environment.
Professional development emerged as the top factor for retention. This doesn't mean expensive training programs—it means giving people autonomy over their work, opportunities to solve interesting problems, and the chance to develop skills they genuinely want to build. One powerful approach is allocating a percentage of each employee's salary toward their chosen professional development, whether that's negotiation skills, leadership training, or technical certifications.
The case study that drives this point home involved a hospital system with 4,500 employees. They started at 24% voluntary turnover and implemented an opt-in group coaching system focused on psychological safety and respect for different perspectives. Over nine years, their turnover dropped to just 4%—saving them $32 million annually. That's the difference between playing defense with your talent and playing offense with retained cash flow.
Culture matters more than compensation when it comes to retention. While you need to pay fairly—at market rate—you don't need to be the highest bidder if you're creating an environment where people genuinely want to contribute. The key is hiring for mindset over technical skills, establishing a clear organizational purpose that everyone understands, and giving people meaningful autonomy in how they accomplish their goals.
For early-stage founders, the warning signs of potential retention issues are often subtle. Start surveying your team anonymously about their experience. Ask for their opinions on benefits, processes, and improvements—then actually implement their suggestions when possible. This creates a feedback loop that makes people feel heard and valued.
The most effective retention strategy isn't about keeping people at all costs. It's about developing everyone into high performers and accepting that some will eventually leave. When you focus on growing people rather than trapping them, you create an alumni network of advocates who speak positively about your organization. This makes recruiting easier and builds your reputation as a place where careers are accelerated.
Watch the Full Episode on What if your best employees are secretly planning their escape right now? with expert Francie Jain below:
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