For those companies concerned with retention of their employees (and who shouldn't be in today's highly competitive search for the best and brightest?), we take a peek into the mindset and approach of one successful executive recruiter.

As a recruiter, my job ultimately is to identify the unmet needs of your employees. I don't call your employees rattling off a job description and promises of grandeur with another company. Instead, I ask them if they are interested in potentially stronger career opportunities. With the answer to that question more often than not being "yes," I move to the pivotal questions. The most important is phrased something like, "Tell me about your next position." This one question will provide me with most if not all of the criteria the candidate has for making a move. Rarely, if ever, is money the motivating factor in your employees' making a move.

Most often what I hear from the candidates I recruit is that the current employer seemed truly interested in their motivations and personal desires when they were involved with the recruitment process. However, once the person became an employee it was "business as usual." Meaning, the company is interested only in the person getting the job done. No focus on growing into greater responsibilities. Right or wrong, that is the perception that many employees have about their employers.

Yet I know that your employee or "human resource" has concerns, ideals, agendas and interests outside of the basic job description that you have them fill. The term "cutting edge" doesn't just mean the newest and neatest technology anymore. For many job seekers cutting edge may include being trusted to participate in department decisions, allowing them more input.

Rest assured that not one of your employees wants to work for a less than profitable organization; they WANT your company to be the best in your specific industry. Talk to them; ask them what they would change if they could. Encourage your employees to meet frequently with the sales and marketing departments. You just may be surprised by the urgency with which they respond.

Those companies that are sincere and aggressive about the value of their employees spend a considerable amount of time with them, asking questions and listening, just as they did during the interview process. Rather than companies spending a fortune on training to learn how to keep recruiters out of their companies, a new function within H.R. could be created that continues to constantly "recruit" and "retain" current employees.

Every time I pick up the telephone to recruit one of your employees, I remember what you forget.

• I remember that your employees have much more in their proverbial toolboxes than just the sets of skills and personalities that you originally hired them for.
• I remember that your employees are sincere and aggressive about their own value and personal contributions.
• I remember that in today's corporate mindset, it may seem far easier for you to recruit a new employee than it is to retain a current one.

Yet from my perspective, the best service you could do for your own organization would be to immediately call at least two of the recruiters who are currently very successful at recruiting from your company. Ask them how they are attracting your employees and why they are leaving. If the recruiters are experienced, ethical, and responsible about their own careers they will share that information with you. You may just identify a source to not only help you recruit additional employees, but also to help you to retain your current people.