Corporate Culture Development, Staff Retention Methods, Individual Executive Coaching Sessions with Leadership Staff Members, Maximizing Staff Performance and Outcomes, Assistance with Interviewing/screening best fit applicants.

Gary Fink, MA, works with various companies both locally and nationally focusing on development of corporate culture, staff retention and getting the most out of your valued and hard working staff.  He also specialized in screening and interviewing for staff that will be the right personality fit.  In my experience, it is most important to find personality over technical skills for leadership positions.  

Corporate culture is often thought of as that touchy-feely stuff that is difficult to define and should be left up to Human Resources to manage. For some it conjures images of toys scattered through the office and Segways running up and down the corridors, while some young pierced tech guy sits at his cube jamming out to music while he works. The reality is that culture is a business issue that has significant impact on a venture’s ability to generate a return on investment and should be prioritized and measured just like other business objectives such as financial growth, product development, sales, marketing and the like. Culture is defined as the identity and personality of an organization. It consists of the shared thoughts, assumptions, behaviors, and values of the employees and stakeholders. Culture is dynamic, ever-changing, and evolves with time and new experiences. Many factors help drive and define the culture, including leadership styles, policies and procedures (or sometimes lack thereof), titles, hierarchy, as well as the overall demographics and workspace. Culture is not just about having Nerf guns and scooters in the hallway. Culture exists in every organization, whether it is by design or by default.
Venture-backed companies understand the key importance of financial performance. They often live and die by it. The board will generally have stated goals around spending control, revenue generation and/or revenue growth. Culture, on the other hand, is rarely a metric that is monitored or viewed at an organizational level or by the venture companies that back the organization.
An organization’s culture may be one of its strongest assets or it can be its biggest liability. The reason culture is so important is that its impact goes far beyond the talent in the organization; it has significant influence on the organization’s goals. Culture drives or impedes the success of an organization. With culture impacting the talent, the product, the clients as well as the revenue, why would a company not measure, review and intentionally nurture something so important and critical to its success?
You don’t have to have a name like Google to understand how culture can drive a business strategy. Invodo is a venture-backed company in Austin, Texas, that helps other businesses increase sales through the power of video. Invodo takes pride in its culture, and it intentionally drives and promotes that culture with its new employees. One of the ways it does this is with a scavenger hunt for new employees that they have 30 days to complete. Items on the list include introducing yourself to the five executives of the company and scheduling a lunch with each one of them. Other items on the scavenger hunt include finding out how the company got started, identifying who was the first employee of the company, sitting in on a call with an Enterprise Sales Representative and finding out where the co-founders’ favorite coffee spot is located. Also as part of the hunt, new employees have to memorize the Invodo code (company values) and the mission statement. They then recite it at the next quarterly meeting. It is an incredible way to quickly integrate new employees into the organization’s cultures and to energize them about the company’s mission, vision and values.

EMPLOYEE RETENTION & ENGAGEMENT STATISTICS (Source Access Perks)
Engagement levels are consistent across every generation
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• $11 billion is lost annually due to employee turnover (Bloomberg BNA)
• Total turnover in 2014: 15.7% of the workforce (Compensation Force)
• Total voluntary turnover in 2014: 11% of the workforce (Compensation Force)
• Industries with highest turnover in 2014: Hospitality (20.2%), Banking & Finance (13.3%), Healthcare (13%), Insurance (11.2%) (Compensation Force)
• The industries with the highest employee engagement are heavy manufacturing and financial services (Modern Survey)
• The industries with most disengaged workers at hospitality, government and light manufacturing (Modern Survey)
• Companies that increase their number of talented managers and double the rate of engaged employees achieve, on average, 147% higher earnings per share than their competition (Gallup)
• Each year the average company loses 20-50% of its employee base (Bain & Company) (Commonly cited statistic, source link unfound) 
• States with the highest percentages of engaged employees: Montana (39%), Mississippi (37%), Louisiana (36%) (Gallup) 
• States with the lowest percentages of engaged employees: Connecticut (21%), New York (21%), Michigan (21%) (Gallup) 
• Cities with highest percentage of engaged workers: San Antonio (38.1%), Oklahoma City (37.6%), Riverside, Cali. (36.8%) and Tulsa (36.3%) (Gallup)
• Cities with lowest percentage of engaged employees: Buffalo (23.5%), San Jose (24.7%), Minneapolis (24.9%), DC (25.9%) (Gallup)
• 33% of senior leaders believe employee loyalty has a direct relationship to profits (American Management Association)
• Customer retention rates are 18% higher on average when employees are highly engaged (Cvent)
• Almost 50% of organizations fail to measure employees’ engagement with the customer or the brand (Edelman)
• 32% of US workers were engaged with their employers in 2015, up from 31.5% in 2014 (Gallup)
• 16% of workers in the US are “fully engaged" (Modern Survey)
• Only 13% of employees are engaged worldwide (Gallup)
• 23% of employees are "Disengaged" (Modern Survey)
• 50.8% of US employees are "not engaged", 17.2% are "actively disengaged" (Gallup)
• 21% of sales employees are “Fully Engaged” compared with only 13% of non-sales employees (Modern Survey)
• The number of highly and moderately engaged employees in the U.S. increased from 55% last year to 57% this year (Temkin Group)
• Of those who said their organization does not have a set of values, only 1% are “Fully Engaged” (Modern Survey)
• 33% of women are engaged with their employers, 28% of men (Gallup)
• 58% of women without young children would rather work outside the home (Gallup)
• 47% of employees report feeling very loyal to their company (Metlife)
• HR professionals' most important issue in 2015: culture and engagement (Deloitte) 
• 53% of employees say they will be with their current employer one year from now (Mercer)
• 31% say they changed jobs in the past three years (Gallup)
• 40% of companies are reporting loss of personnel as a top concern (SHRM)
• The top three challenges faced by HR organizations today are turnover, employee engagement, and succession planning (SHRM)
• Belief in senior leadership is the strongest engagement driver, growth & development is the second (Modern Survey)
• 59% of employees say they can "grow and develop" at their organization (Modern Survey)
• Employees who are supervised by highly engaged managers are 59% more likely to be engaged (Gallup)

Highly engaged employees are:

• 2.5 times more likely to stay at work late if something needs to be done after the normal workday ends more than twice as likely to help someone at work even if they don’t ask for help more than three times as likely to do something good for the company that is not expected of them more than five times as likely to recommend that a friend or relative apply for a job at their company (Temkin Group)
• 42% more likely to evaluate their overall lives highly
• 27% more likely to report "excellent" performance in their own job at work
• 27% more likely to report "excellent" performance by their organization
• 45% more likely to report high levels of adaptability in the presence of change
• 37% more likely to report always recovering "fully" after illness, injury or hardship
• 59% less likely to look for a job with a different organization in the next 12 months
• 18% less likely to change employers in a 12-month period
• 19% more likely to volunteer their time in the past month (Gallup)
• Actively disengaged workers are nearly twice as likely as engaged workers to have been diagnosed with depression (Gallup)
• Engaged workers are 28% more likely than their actively disengaged peers to get involved in company-sponsored wellness programs (Gallup)
• On a monthly basis, actively disengaged employees have 2.17 unhealthy days, compared with 1.25 unhealthy days for engaged employees (Gallup)
• 91% of highly engaged employees always or almost always try their hardest at work, compared with 67% of disengaged employees (Temkin Group)
• 92% of employees said that they are at least “somewhat happy” (Spherion) 
• 33% of employees knew whether they would stay at their company long-term after being on the job for one week or less; 63% had decided within the first month (Ultimate Software)
• Companies highest performing employees have three things in common: talent, engagement, and 10+ years of service (Gallup)