1. Departure View Summary Report Alpha Company
Corporate Leadership Council Human Resources Q
Departure View Summary Report Alpha Company
Report Highlights
Executive Summary - Pg. 3
Top Reasons for Departure - Pg. 5
Employment Value Proposition - Pg. 8
Net Promoter Score - Pg. 12
Future Job Analysis - Pg. 17

2. About Your CLC HR Departure View Report
Thank you for your recent participation in CLC HR’s Departure View tool.
Your exit report is designed to answer these main questions:
1) What are the top reasons why employees are leaving the organization?
2) Which employment value proposition (EVP) attributes* are driving dissatisfaction for departing employees?
3) How likely are employees to recommend your organization as a great place to work (i.e., your Net Promoter Score**)?
4) Have employees accepted another job at a different organization, and what does that job look like?
We believe that the answers to these questions are critical inputs to the successful management of any workforce.
Your report is based on the responses of 78 Alpha Company employees that completed the survey during the second quarter of The benchmark information in this report is based on 22 pilot organizations from 7 countries and 12 industries.
Thank you again for your participation. We look forward to speaking with you soon.
Best wishes,
CLC HR Product Team
* The Council’s 38 EVP attributes and based on the Attracting and Retaining Critical Talent Segments quantitative research study.
** Net Promoter Score (NPS) is calculated from the question in the survey, “How likely is it that you would recommend [organization] to a friend or colleague as a great place to work?”. This question is asked on a 0-10 scale with 0 being not at all likely and 10 being extremely likely. The net promoter score equals the percentage of employees who selected 9 and 10 (they are known as promoters) minus the percentage of employees that selected 6 or below (they are known as detractors). Therefore the higher the score, the more positive the outcome.
Net Promoter Score is the trademark of Satmetrix Systems, Inc., Bain & Company, and Fred Reichheld.
© 2010 The Corporate Executive Board Company. All Rights Reserved.

3. Top Reasons for Departure Employment Value Proposition
Road Map for Your Report
Executive Summary
Top Reasons for Departure
Employment Value Proposition
Net Promoter Score
Future Job Analysis
© 2010 The Corporate Executive Board Company. All Rights Reserved.

4. CLC Departure View – Q2 2010 Executive Summary Dashboard
Top Reasons for Departure
Departing Employee Net Promoter Score
Alpha Company Q3
Benchmark
Alpha Company
Benchmark
Dissatisfied with Work – 45% (Benchmark – 33%)
Better Job Offer – 42% (Alpha Company – 31%)
Better Job Offer – 31% (Benchmark – 42%)
Dissatisfied with Work – 33% (Alpha Company – 33%)
Retirement – 22% (Benchmark – 35%)
Retirement – 35%
(Alpha Company – 22%)
N = 78
N = 978
Net Promoter Score
Percentage
Benchmark
High Likelihood (9 and 10)
50%
60%
Medium Likelihood (7 and 8)
30%
22%
Low Likelihood (6 or below)
20%
18%
Which Employment Value Proposition Elements Are Departing Employees Least Satisfied With?
Percent of Employees Accepting Other Positions
Alpha Company Q3
Benchmark
Alpha Company
Benchmark
Future Career Opportunities – 65% (Benchmark – 31%)
Compensation – 42% (Alpha Company – 19%)
Work-Life Balance – 31% (Benchmark – 39%)
Work-Life Balance – 39% (Alpha Company – 31%)
Manager Quality – 22% (Benchmark – 24%)
Manager Quality – 24% (Alpha Company – 22%)
N = 78
N = 978
© 2010 The Corporate Executive Board Company. All Rights Reserved.

5. Top Reasons for Departure Employment Value Proposition
Road Map for Your Report
Executive Summary
Top Reasons for Departure
Employment Value Proposition
Net Promoter Score
Future Job Analysis
© 2010 The Corporate Executive Board Company. All Rights Reserved.

6. Top Reasons for Departure Analysis:
Primary Reasons for Employee Departure
Alpha Company Q3
Benchmark
N = 78
N = 978
© 2010 The Corporate Executive Board Company. All Rights Reserved.

7. Percent of Employees Leaving Due to Dissatisfaction
Top Reasons for Departure Analysis: At-Risk Segments for Employee Satisfaction
The chart below presents demographic segments within Alpha Company that have the greatest percentage of employees leaving due to dissatisfaction with employment at Alpha.
Employee Segment
Percent of Employees Leaving Due to Dissatisfaction
Segment N Size
Benchmark
14%
978
Alpha Company Overall 9% 78
Business Unit A
45% 10
Business Unit B
38% 11
Business Unit C
36% 15
Age Group 1
32% 7
Age Group 2
18% 8
Age Group 3 12
Geography X 8% 9
Geography Y 4%
Geography Z 2%
Male 1% 20
© 2010 The Corporate Executive Board Company. All Rights Reserved.

8. Top Reasons for Departure Employment Value Proposition
Road Map for Your Report
Executive Summary
Top Reasons for Departure
Employment Value Proposition
Net Promoter Score
Future Job Analysis
© 2010 The Corporate Executive Board Company. All Rights Reserved.

9. Key EVP Factors for Focus: Top Areas of Dissatisfaction, Perceived Improvement at New Organization
The graph below displays departing employees’ satisfaction levels with the employment value proposition (EVP) drivers at Alpha Company, in comparison to how satisfied they expect to be with them at their new organization.
Relative Dissatisfaction with EVP Drivers, as Compared to Perception of Likely Improvement
More Dissatisfied and
Higher Anticipation of Improvement
Lower Anticipation of Improvement
Less Dissatisfied and Higher Expectation of Improvement
Less Dissatisfied and Lower Expectation of Improvement
Future Career Opportunity
Development Opportunity
Recognition
Compensation
Manager Quality
Retirement Benefits
People Management
Work-Life Balance
Empowerment
Senior Leadership Reputation
Stability
Respect
Technology Level
Risk Taking
Collegial Work Environment
Market Position
Location
Camaraderie
Vacation
Innovative Work
Level of Job Impact
Ethics/Integrity
Meritocracy
Health Benefits
Job Interest Alignment
Business Travel
Organization Size
Product/Service Quality
Well Known Product Brand
“Great Employer” Recognition
Inclusion/Diversity
Formal/Informal Work Environment
Social Responsibility
Environmental Responsibility
Industry Desirability
Customer Prestige
Co-Worker Quality
© 2010 The Corporate Executive Board Company. All Rights Reserved.

10. Departing Employee EVP Analysis: Which EVP Elements Are Most Driving Dissatisfaction?
Greatest Areas of Dissatisfaction
Where Are Your Employees Least Satisfied, Compared to Benchmark?
Where Are Your Employees Least Satisfied?
Compensation
Stability
Future Career Opportunities
Health Benefits
Location
Health Benefits
Retirement Benefits
Stability
Location
Empowerment
© 2010 The Corporate Executive Board Company. All Rights Reserved.

11. Departing Employee EVP Analysis: Which EVP Attributes Are Believed to Improve at the New Organization?
Perceived EVP Improvement at New Organization (for Your Departing Staff)
Greatest Perceived EVP Improvement
Greatest Perceived EVP Improvement, Relative to Benchmark
Compensation
Stability
Future Career Opportunities
Health Benefits
Location
Health Benefits
Retirement Benefits
Stability
Location
Empowerment
© 2010 The Corporate Executive Board Company. All Rights Reserved.

12. Top Reasons for Departure Employment Value Proposition
Road Map for Your Report
Executive Summary
Top Reasons for Departure
Employment Value Proposition
Net Promoter Score
Future Job Analysis
© 2010 The Corporate Executive Board Company. All Rights Reserved.

13. Net Promoter Score (NPS) Analysis: Departing Employees’ Likelihood to Recommend the Organization
Alpha Company Q3
Benchmark
N = 78
N = 978
Calculated Net Promoter Score
Net Promoter Score
Percentage
Benchmark
High Likelihood (9 and 10)
50%
60%
Medium Likelihood (7 and 8)
30%
22%
Low Likelihood (6 or below)
20%
18%
Top 3 Segments
Business Unit A
Business Unit B
Business Unit C
** Net Promoter Score is calculated from the question in the survey, “How likely is it that you would recommend [organization] to a friend or colleague as a great place to work?”. This question is asked on a 0-10 scale with 0 being not at all likely and 10 being extremely likely. The net promoter score equals the percentage of employees who selected 9 and 10 (they are known as promoters) minus the percentage of employees that selected 6 or below (they are known as detractors). Therefore the higher the percentage, the more positive the perception of departing employees, and the greater likelihood of their promoting the organization’s brand in the labor market.
© 2010 The Corporate Executive Board Company. All Rights Reserved.

14. Net Promoter Score (NPS) Analysis: At-Risk Segments by Net Promoter Score for Departing Employees
The chart below presents demographic segments within Alpha Company that have the lowest Net Promoter Score.
Employee Segment
Net Promoter Score
Segment Size
Benchmark
42%
978
Alpha Company Overall
30% 78
Business Unit A
-45% 10
Business Unit B
-38% 11
Business Unit C
-36% 15
Age Group 1
-32% 7
Age Group 2
-18% 8
Age Group 3
-9% 12
Geography X 8% 9
Geography Y 4%
Geography Z 2%
Male 1% 20
© 2010 The Corporate Executive Board Company. All Rights Reserved.

15. Net Promoter Score (NPS) Analysis: Likelihood of Employees to Return
Alpha Company Q3
Benchmark
N = 70
N = 968
Employee Likelihood to Return
Top 3 Segments
Business Unit A
Business Unit B
Business Unit C
© 2010 The Corporate Executive Board Company. All Rights Reserved.

16. Low Likelihood of Return
Net Promoter Score (NPS) Analysis: At-Risk Segments With Less Likelihood of Return
The chart below lists the departing employee segments that are least likely to return to Alpha Company; each figure represents the percent of employees rating their likelihood of return on a 0-10 scale at a 6 or below.
Employee Segment
Low Likelihood of Return
Segment Size
Benchmark
7.1%
978
Alpha Company Overall
5.2% 78
Business Unit A
2.9% 10
Business Unit B
3.0% 11
Business Unit C
3.2% 15
Age Group 1
3.3% 7
Age Group 2
3.6% 8
Age Group 3
4.1% 12
Geography X
4.3% 9
Geography Y
4.4%
Geography Z
4.6%
Male 5% 20
© 2010 The Corporate Executive Board Company. All Rights Reserved.

17. Top Reasons for Departure Employment Value Proposition
Road Map for Your Report
Executive Summary
Top Reasons for Departure
Employment Value Proposition
Net Promoter Score
Future Job Analysis
© 2010 The Corporate Executive Board Company. All Rights Reserved.

18. Departing Employee Future Job Analysis: Future Job Status
Alpha Company Q3
Benchmark
Alpha Company Q3
N = 70
Benchmark
N = 968
N = 70
N = 968
© 2010 The Corporate Executive Board Company. All Rights Reserved.

19. Departing Employee Future Job Analysis: Job Search Process
Alpha Company Q3
Benchmark
N = 35
N = 445
*Only respondents reporting that they have accepted a new job are included in this analysis.
© 2010 The Corporate Executive Board Company. All Rights Reserved.

20. Departing Employee Future Job Analysis: Number of Offers Received
Alpha Company Q3
Benchmark
N = 35
N = 445
*Only respondents reporting that they have accepted a new job are included in this analysis.
© 2010 The Corporate Executive Board Company. All Rights Reserved.

21. Departing Employee Future Job Analysis:
Total Anticipated Compensation Change
Alpha Company Q3
Benchmark
N = 35
N = 445
*Only respondents reporting that they have accepted a new job are included in this analysis.
© 2010 The Corporate Executive Board Company. All Rights Reserved.

22. Departing Employee Future Job Analysis: Type of Change
Alpha Company Q3
Benchmark
N = 35
N = 445
*Only respondents reporting that they have accepted a new job are included in this analysis.
© 2010 The Corporate Executive Board Company. All Rights Reserved.

23. Departure View Appendix: EVP Attribute Definitions
Attribute Name
Definition
Business Travel
The amount of out-of-town business travel required by the job
Camaraderie
Whether working for the organization provides opportunities to socialize with others
Collegial Work Environment
Whether the work environment is team-oriented and collaborative
Compensation
The competitiveness of the job’s financial compensation package
Coworker Quality
The quality of the coworkers in the organization
Customer Reputation
The reputation of the clients and customers served in performing the job
Development Opportunities
The developmental/educational opportunities provided by the job and organization
Diversity
The organization’s level of commitment to having a diverse workforce
Empowerment
The level of involvement employees have in decisions that affect their job and career
Environmental Responsibility
The organization’s level of commitment to environmental health and sustainability
Ethics/Integrity
The organization’s commitment to ethics and integrity
Informal Work Environment
Whether the work environment if formal or informal
Future Career Opportunities
The future career opportunities provided by the organization
“Great Employer” Recognition
Whether or not the organization’s reputation as an employer have been recognized by a third-party organization
Organizational Growth Rate
The growth rate of the organization’s business
Health Benefits
The comprehensiveness of the organization’s health benefits
Industry
The desirability of the organization’s industry to the respondent
Innovation
The opportunity provided by the job to work on innovative, “leading edge” projects
Job-Interests Alignment
Whether the job responsibilities match your interests
© 2010 The Corporate Executive Board Company. All Rights Reserved.

24. Departure View Appendix: EVP Attribute Definitions, Continued
Attribute Name
Definition
Job Impact
The level of impact the job has on outcomes
Location
The location of the jobs the organization offers
Manager Quality
The quality of the organization’s managers
Market Position
The competitive position the organization holds in its market(s)
Meritocracy
Whether or not employees are rewarded and promoted based on achievements
Organization Size
The size of the organization’s workforce
Organizational Stability
The level of stability of the organization and the job
People Management
The organization’s reputation for managing people
Product Brand Awareness
The level of awareness in the market place for the product’s brand
Product/Service Quality
The organization’s product or service quality reputation
Recognition
The amount of recognition provided to employees by the organization
Respect
The degree or respect that the organization shows employees
Retirement Benefits
The comprehensiveness of the organization’s retirement benefits
Risk Taking
The amount of risk that the organization encourages employees to take
Senior Leadership Reputation
The quality of the organization’s leadership
Social Responsibility
The organization’s level of commitment to social responsibility
Technology Level
The extent to which the organization invests in modern technology and equipment
Vacation
The amount of holiday/vacation time that employees earn annually
Work-Life Balance
The extent to which the job allows you to balance your work and your other interests
© 2010 The Corporate Executive Board Company. All Rights Reserved.

25. Supporting CLC HR Resources
Continue to Measure and Monitor—Once an action plan is in place, use the Exit Survey to track changes at your organization on an ongoing basis.
Request a CLC On Site Presentation—CLC can present results to senior leaders, research on key EVP drivers, as well as the most effective strategies for improving employee preference
Consider Customized Solutions–Conduct detailed analysis with CLC Genesee to uncover more EVP drivers of disengagement and create a customized action plan.
Leverage the Employment Value Proposition Solution Center— Use the Decision Support Center to learn more about EVP drivers, make the case for improvement, and discover tactics and best practices to develop the drivers that matter most to your employees