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Roberta Matuson
Identify the best talent in the world.
  • Identify
  • Acquire
  • Nurture
  • Retain

Roberta's Recent Publications

The Magnetic Leader

Employees don’t work for companies; they work for people. The more irresistible you are as a leader, the more pull you have for employees to want to stay and for your customers to remain loyal. Read Excerpt

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Roberta's Recent Publications

Talent Magnetism

Your company is only as good as the talent you keep. Learn the new rules for attracting top talent and getting them to stick around. Excerpt

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Roberta's Recent Publications

Suddenly in Charge

Honored by the Washington Post as a Top 5 Business Book for Leaders.

Learn how to manage up, down, and succeed all around... Excerpt

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Roberta's Recent Publications

Suddenly in Charge

Learn how to save your company millions by improving the quality of your hires, while improving productivity. Slash costly employee turnover.

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Resources

Improving Customer and Employee Retention

Are your best customers sneaking out the door with your exiting employees? Most of us are a lot more loyal to the people we do business with than we are to the company that happens to employ them. If a sales person who has seamlessly taken care of you all these years takes a job with his competitor, chances are you will move your business with him. It's a fact. Every time a good employee leaves your company, revenues follow him out the door.

Here are some ways you can take control of the situation:

Employee retention surveys

Imagine if you had a crystal ball and could look into the future. Suppose you saw that in two years' time, 60 percent of your top sales people will be gone. What if anything would you change in your organization today to prevent those top performers from leaving? Well, it's the year 2007 and even with all this great technology, we still don't have a crystal ball that allows us to peer into the future. But we do have other devices at our fingertips that can provide us with an accurate view of the future.

The best way to figure out what is going to happen in your company is to ask your employees. No, I'm not suggesting that you go up to your top sales producers and ask them if they are interviewing with your competitors. But you can certainly ask them what they are thinking and what it will take to keep them engaged in their jobs.

Forward-thinking companies are constantly keeping their fingers on the pulse of the workforce. They are actively surveying their employees every six months to see what improvements can be made to their organizations. They closely analyze trends and make quick adjustments where necessary to prevent good employees from leaving.

Most use outside partners to conduct these surveys. They do so because employees are more candid in their responses. Without employee candor, employers are not in a position to make the necessary changes required to retain employees and that all-important customer base.

Hiring for fit

When someone doesn't work out, we usually hear how this person wasn't a good fit for the job or the organization. The right fit means different things to different companies. Rarely does an organization take the time necessary or invest the resources needed to figure out what the right fit actually looks like for their workplace. Instead, they continue to blame the economy, the hiring manager and sometimes even the parents of the employee. It's easier to fault others than it is to determine what changes must be made to the hiring profile as well as the hiring process.

To determine the right profile, you must look within. Look for those traits that are common among your top performers. Determine what if anything those that have left your company have in common. For example, does the hiring profile for your sales training program include a minimum 3.75 G.P.A.? Would you change this profile if you knew that 90 percent of those people hired with a high G.P.A. have left your firm within the first year to return to graduate school or to pursue more stimulating work?

Building on the future

It seems like just yesterday when we were the new kids on the block. We were the future of America. Somewhere along the way, the torch was passed and a new generation has taken our place. You can keep tossing young people out of your organization because they don't fit your preconceived notions of what workers should look or act like. Or, you can take time to get to know these youthful people and figure out what needs to be done to successfully integrate them into your organization.

These people are the future, and if you don't make them welcome, they will find someone else who will. So why does this matter? Recently the president of a lighting company confided in me that he was concerned because his customer base had changed dramatically. Many of his new customers were in their twenties and thirties. They were more comfortable dealing with their contemporaries than some of his more seasoned sales consultants. The president was smart enough to recognize that for his business to survive, he must continually assess the mix of his workforce. His workplace has to be welcoming to employees of all ages.

The next time you hear someone in your company blame employee retention matters on "a bad batch of hires," or if you see younger employees struggling to fit in, recognize that you have the power to change this. Then pick up the phone and give us a call. With the strong economy and the shift in the workplace demographics, these problems are not going away anytime soon. Can the same be said about your company?

Testimonials

"Roberta's guidance has dramatically increased my ability to pull in and retain the talent we need to take our organization to the next level. She's proven to be a trusted advisor and I wouldn't hesitate to recommend her to other CEOs who are looking to accelerate..."
Tom Hopcroft, President & CEO
Mass Leadership Technology Council

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"The coaching that Roberta Matuson provided for one of our retail store managers renewed the manager’s excitement in her work, provided her with increased skills in the selection of new employees and gave her the tools she needed to better manage her staff..."
Mary G. Rahal, VP, Human Resources and Administration
Morgan Memorial Goodwill Industries, Inc.

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"Roberta was able to clearly define our project objectives and the methodology that we needed to reach those objectives. Roberta helped us pinpoint the root cause of our problem by using in-depth probing techniques that gave her access to important data we did not have..."
Amy Waryas, Director, HR
The Boston Beer Company

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"Roberta worked with us to create a comprehensive onboarding program. With her guidance, knowledge, and expert HR advise we have successfully launched our company-wide training initiative. We now assimilate new hires into the company more effectively than ever..."
Ted Winston, Co-Owner
Winston Flowers

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"When it comes to management of people, Roberta sees through all the noise and gets right to the heart of the matter..."
Mark Spitzer, President
Photonic Glass Corporation

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"As we have grown, Roberta has provided continued support to help us work through complicated personnel issues while allowing us to focus on other areas of our business. Our employment practices truly support our business goals..."
Paul M. Zavracky, Ph.D., Former President and COO
MicroOptical Corporation

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"Roberta has saved us time and energy on situations we may have needlessly wrestled with. We consider her a partner and look for her guidance often. Roberta has provided a welcomed service to Six Red Marbles..."
Sarah Smith White, President
Six Red Marbles

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"Roberta was tenacious about keeping us focused on completing our project on schedule. The finished project was comprehensive, professional and passed the scrutiny of legal experts. I would definitely use Matuson Consulting again..."
John Blake, Former COO
Advanced Results Marketing

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"Roberta has been a tremendous mentor and coach to me over the past year. She has partnered with me on multiple professional development fronts, as well as helping me through some very challenging situations. I found Roberta to be wise counsel!"
– Allison DiSiena, VP of Recruiting, Marketing, Interactive and Creative Services Division, 24 Seven Inc.

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"Roberta Matuson was our answer. She met with us, developed a plan, walked us through the process to record our policies and procedures. She helped identify areas where policies were non-existent. She then developed and produced our employee handbook. We still use it today..."
Tim Slattery, CEO
CFSmail.com

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"Roberta presented an engaging and informative webinar on “Managing Up in a Top Down World” for Northeastern University’s alumni. This thought provoking session provided practical strategies for navigating office politics and building effective relationships for career advancement. Roberta’s extensive expertise and knowledge of workplace trends was apparent as she skillfully answered a wide range of questions from participants. Her well-organized presentation made it easy for the audience to commit to implementing her advice."
Michele Rapp, Associate Director
Northeastern University

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"Roberta’s ability to provide new leaders with insights on matters that few are willing to discuss is refreshing and will serve our members well. As a CEO, I'm especially impressed with her ability to quickly distill difficult situations and provide pragmatic advice that can be quickly and successfully implemented."
Aradhna Malhotra Oliphant, President and CEO
Leadership Pittsburgh Inc.

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"I have had the opportunity to experience Roberta Matuson’s “fast track” coaching. Her candid, succinct and concise approach provided positive reinforcement toward my professional goals."
Cheryl Schondek, VP of Food Acquisition and Supply Chain
The Greater Boston Food Bank

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Talent & Your Bottom Line: The Employee Turnover Calculator

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