1. Employees can raise concerns about workload, workplace problems, or leadership decisions without fear of negative consequences.
2. Employees feel safe asking for help when job demands become difficult to manage.
3. Leaders respond constructively when employees disagree, challenge a decision, or identify a problem.
4. Employees can be candid about frustrations, mistakes, or concerns before those issues escalate into disengagement or withdrawal.
5. Workloads are structured so employees can consistently meet job expectations without operating under chronic overload.
6. Leaders recognize and respond when employees show signs of sustained exhaustion, overwhelm, or difficulty recovering from work demands.
7. Employees have sufficient organizational support and resources to manage the emotional and operational demands of their work.
8. When staffing shortages or vacancies increase pressure on remaining employees, leadership takes meaningful action to prevent prolonged overload.
9. Leaders recognize that repeated exposure to crisis, trauma, suffering, or emotionally demanding work can affect how employees function at work.
10. When an employee's behavior or performance changes, leaders seek to understand what may be contributing to the change before assuming the employee is simply unmotivated or disengaged.
11. The organization provides meaningful support for employees experiencing secondary trauma, compassion fatigue, or sustained exposure to high-stress work.
12. Leadership practices allow appropriate flexibility and support following particularly difficult, traumatic, or emotionally demanding work experiences.
13. Employees receive clear expectations about their responsibilities, performance standards, and what successful performance looks like.
14. When performance problems occur, leaders address them directly while treating employees with dignity and respect.
15. Employees receive appropriate guidance, feedback, and support before performance concerns become disciplinary problems.
16. Accountability practices focus on correcting problems and improving performance rather than relying primarily on blame, punishment, or fear.
17. Leadership decisions about employees are generally consistent with the organization's stated mission, values, and commitments.
18. Employees can see reasonable consistency between what organizational leaders say they value and how employees are actually treated.
19. When making decisions about workload, staffing, resources, and employee well-being, leaders consider how those decisions will affect the employees responsible for delivering services.
20. When operational pressures require difficult decisions, leaders communicate the reasoning clearly and consider the effects those decisions may have on employees.
Executive Retention Findings
Retention Risk Diagnostic™ for