How to convince top finance employees to stay with the companyHalfof all finance employees lack commitment to their current jobs, andthe ones who are most likely to leave are the ones already meetingor exceeding expectations, including nearly one in three rated ashigh performers. At the same time, the vast majority of CFOs whomCEB surveyed as part of our Finance Talent research are already unhappywith the mix of finance talent at their disposal. They need tostart doing a lot more to retain their best employees.

These are among the key take-aways from a recent CEB survey ofnearly 700 finance managers at more than 75 companies around theworld. We found dissatisfaction at both the employee and theexecutive level. More than one-third of finance employees said theyare actively planning to leave their current jobs within a year.And more than two-thirds of those employees are either meeting orexceeding expectations, so the turnover will likely createheadaches for their CFOs. (See Figures 1 and 2, below.)

The challenges will extend beyond short-term disruptions inworkflow. High-performing employees typically have valuableinstitutional knowledge and maintain strong professionalconnections. They are often critical to revenue generation orproduct development, as well, so replacing them may be difficult.Plus, turnover among finance's high performers can present aserious risk to succession planning. As the CFO is increasinglyviewed as a CEO in waiting, so finance staff is becoming animportant component of companies' talent pipeline.

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