EricksonLiving/Greenspring, Springfiled, Virginia

Phillips DiPisa on behalf of St. Elizabeth’s Medical Center, Brighton, Massachusetts

Health First Cancer Institute, Florida

Le Bonheur Children's Hospital, Memphis, Tennessee

Roper St. Francis, Charleston, South Carolina

Health First, Florida

Cabinet Peaks Medical Center, Libby, Montana

Central Florida Heart Center, Ocala, Florida

Sinai Health System, Chicago, Illinois

CHRISTUS Health, Lake Charles, Louisiana

Cook County Health and Hospitals System, Chicago, Illinois

Cook County Health and Hospitals System, Chicago, Illinois

UVA Health System, Charlottesville, Virginia

Duke University – Duke Health, Durham, North Carolina

CHRISTUS Health, Irving, Texas

Social scientists have been trying to identify the conditions most likely to promote satisfying human lives. Their findings give some important clues about choosing a career: Money matters, but as the economist Richard Easterlin and others have demonstrated, not always in the ways you may think.

Whether you are looking to advance your career or just keep up with evolving technology, learning new business skills is a must for today’s career-oriented professional.

Over the past decade, many companies and their leaders launched diversity and inclusion (D&I) initiatives hoping to make employees of all backgrounds and experiences feel welcome. Many failed, with data showing that we have not moved the needle on the number of women, blacks or Latinos in our ranks, despite efforts to do so. Why not? What are we missing?

Losing a great employee is a terrible thing. There's the expense of finding, onboarding and training a replacement. There's the uncertainty of how a new employee will work out. There's the hardship on the rest of your staff until the position can be filled. Sometimes there's a solid reason, and even if it's a difficult transition, it feels fundamentally right. But what about the rest? Keeping your best employees starts with understanding why people leave.