Jeffrey Hollender, CEO of Seventh Generation
Hollender shares equal passion for both the environmentally responsible products his company makes and his model for employee retention. Each person who works for Seventh Generation can take advantage of a generous paid-sabbatical program, health care premiums for the employees are covered 100 percent, and dependents’ premiums are covered 100 percent after the person has spent five years with the company. Employees also have access to up to $5,000 in loans to make either their cars or their homes greener. Evidently, Hollender’s model has paid off: Seventh Generation’s employee-turnover rate is a mere 4 percent, compared with the national average of 19 percent.

A Better Way of Doing Business
As these CEOs prove, not all motivational tactics involve a monetary reward; some place a high value on just getting to know their people, while others are committed to causes like making sure their employees’ spouses have proper health care coverage. While their tactics vary, they do share one primary goal—happiness. These leaders have found that when their employees are happy, their customers are happy, which results in their businesses’ growing. A large part of that happiness comes from maintaining a good work-life balance, and access to paid sabbaticals, premium benefits, and lenient guidelines regarding childcare can make attaining that balance much easier. Thanks to these CEOs’ good business practices, their organizations not only attract their industries’ top contenders for open positions but also ensure that they stay put once they’re hired.
 

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