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No, that wasn't my intended bent, just a sad and sappy flashback to the confusing years of angst. But I digress. Onward. Retention. Some think memory, others think "retentive", I'm thinking employee - as in, "how do I keep all these freshly educated control owners in my shop, doing their thing, so that my control environment never changes again?" Good news and bad news my friend: the good news is, I'm almost certain you will be best in practice in this regard; the bad news is, you can't stop progress, and your SOX effort is going to change. Even if your processes are mature, with bullet-proof desktop procedures that your people know by rote and can quote line and letter, someone is going to go and rock the boat by transferring. "Seeking new opportunities". At this point, you should simply bet on the fact that things will change, or -gasp- you will want to change them. This is called by some "evolution". So before your people starting looking outside your process, which you've done so much work to stabilize and get baselined, think about growth opportunities you can create within your workflow. "Workflow", not business unit - this is an important distinction. If you can find job swapping, job sharing, cross-training, shadowing, or succession planning opportunities within your workflow/ transaction flow, you will be much happier for it. This is the classic complaint, right? - Just about the time you get someone trained to do your task properly, they become valuable enough for someone else to take an interest. So think about this as you build out your workgroup. Have I staggered the skill levels within the team so that everyone has headroom up the ladder? Have tasks been grouped into responsibilities such that a promotion within the group is meaningful (and hopefully attractive)? Are you building a team of personalities that you enjoy working with, and would like to keep around for a few years? If I have to lose someone from my immediate team, have they had good visibility within this workflow such that they would likely shift upstream or downstream from our current scope, and still be a contributing member of our workflow? These are important questions. If you haven't been thinking about them, get thinking. Opportunities knocks on many cubicle walls, especially for SOX-savvy personnel.
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