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Picture of Mark Peters

Mark Peters

Mark Peters is CEO of Butterball Farms, Inc., recognized nationally as one of The Best and Brightest Companies to Work For® from 2018 to 2024. In 2003, he organized a West Michigan-based pioneering group of CEOs and community leaders to create The SOURCE, a nonprofit that has helped hundreds of workers navigate challenges interfering with their jobs and delivered an average annual return on investment of 200 percent to its partner organizations. Peters is an engaging speaker and storyteller who has addressed TED-x and other audiences. His new book, The Retention Trap: Stop Measuring Turnover, Start Measuring Talent Investment (Post Hill Press, June 3, 2025), follows his first book, The Source. Learn more at RetentionTrap.com.
Picture of Mark Peters

Mark Peters

Mark Peters is CEO of Butterball Farms, Inc., recognized nationally as one of The Best and Brightest Companies to Work For® from 2018 to 2024. In 2003, he organized a West Michigan-based pioneering group of CEOs and community leaders to create The SOURCE, a nonprofit that has helped hundreds of workers navigate challenges interfering with their jobs and delivered an average annual return on investment of 200 percent to its partner organizations. Peters is an engaging speaker and storyteller who has addressed TED-x and other audiences. His new book, The Retention Trap: Stop Measuring Turnover, Start Measuring Talent Investment (Post Hill Press, June 3, 2025), follows his first book, The Source. Learn more at RetentionTrap.com.
Employee Retention

Retention Isn’t Enough: Why the Future of Talent Demands a New Playbook

Across the country, HR professionals are working hard to address a persistent talent challenge. Many offer perks, flexibility, and better pay to get people to stay. However, this doesn’t move the needle for long. And while retention metrics continue to dominate dashboards, they often distract from the deeper issue: Many employees don’t feel like they’re making progress. They feel stuck.   You’ve probably felt the weight of pressure to retain talent, too. We need to understand why and do things differently.  I say this not as a do-gooder, but as a pragmatic businessman: At a time of so many significant problems in

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