Check out five things that help keep your employees happy at work.

To attract workers in job market Today’s tight, companies are touting better amenities. THE amazon is running ads about pay and company benefits.

Levi Strauss is offering to reimburse travel expenses for employees seeking health care services such as abortions. THE Airbnb is allowing its employees to work from remote way permanently. This is a paradise under construction for workers.

That said, not all companies are offering better pay or benefits. And many managers are so obsessed with hiring that they neglect the people who are still working for them. This can lead your current employees to start noticing that greener grass elsewhere as well.

This is one of the reasons why order rates for resignation in March reached an all-time high of 4.5 million in the U.S .

In study groups I recently conducted, successful mid-level managers and professionals from a variety of industries shed light on why it has been so difficult for companies to retain employees.

Even those satisfied with their careers to date said they would leave for higher pay and better remote work options.

But they also made it clear that willingness to stay with your current employer is a question of whether your line managers can deliver five factors other than salary that keep people happy, productive, and on the team.

Flexibility

THE pandemic forced many people to migrate to remote work, whether it was their own decision or not. And many found themselves liking him.

Now, an increasing number of people demand the ability to choose when, where and how to work. But sometimes remote work is offered so rigidly that it feels embarrassing.

For example, an employee I spoke with said that at his company, people were offered two days of work from home and told they should stick with that structure no matter what.

They also couldn’t go to the office to work half the day there. This made the employee feel that remote work was just another set of disempowering rules.

In contrast, one major airline reduced the number of resignations when it was the first to offer flight attendants a website that allowed them to exchange schedules with each other.

Workers clearly felt empowered by having more control over their own working lives. Companies must give people choices that match their unique work and life needs.

Assurance

People crave predictability. Surprises make it harder for employees to plan their lives and have peace of mind. When constant change is inflicted on them, with no chance to predict or participate in decisions about it, people become anxious and passive, and they start thinking about leaving.

Senior executives sometimes wait for a full plan to be developed before announcing workplace changes to employees, either because they don’t want to be criticized or aren’t sure they’ll end up doing everything they advertise.

But constant open communication helps people feel valued and plan for change rather than being shocked by it.

Even pleasant surprises are still surprises. For example, workers who receive unexpected one-time bonuses sometimes feel like they don’t know what to count on when calculating their future pay. They prefer to have a predictable total package.

Opportunity

Jobs with no growth prospects quickly lose their appeal. And that can make a new job seem like the only way to start over and move on to the next step.

People thrive when their worth is recognized, gaining more responsibility, recognition and stature, like a better job. Giving them the opportunity to increase their skills enhances their worth and self-esteem.

Managers must support people’s desire for their next career steps by helping them find opportunities for training and advancement without inadvertently pushing them out the door.

Belonging

Workplace friendships alone are not enough to retain workers, but their absence drives faster exits. People need to feel like they fit in.

Establishing employee chat groups with people in a similar situation (e.g. working moms and dads or women of color in tech) shows that the company cares and can provide a safe space to share experiences and tips. The value of solidarity can appear in retention.

But companies should beware of disgruntled people who encounter like-minded colleagues. This can result in protest letters, unionization campaigns, or escalated grievances. It is important to hear complaints in advance and address them head on.

Meaning

Jobs that convey a sense of purpose and meaning are more likely to exert emotional control over people.

Whether or not the company thinks it supports social responsibility, people want this chance to make a difference in their immediate work experience.

They need to feel that there is a connection between their company’s statement that it is reducing greenhouse gas emissions and a true reduction in plastic waste that they see every day.

Give employees the chance to choose a cause and participate in an volunteering of the company also helps to increase loyalty.

Conventional wisdom holds that the most efficient way to improve working conditions is to get an offer from a new company. This shouldn’t have to be the case.

Managers who want to retain people must act as if they are hiring them now. They should treat them like new faces and welcome them back to the company, and build their loyalty while enjoying their experience.

Of course, managers need the same treatment as those in the layers above them, because they themselves may feel neglected and ready to flee to another company.

The best pool of labor may be the one that companies already have. They must treat their people as a precious resource and give them what they want from work. By rewarding them, you will also reward the business.

Editor’s Note: Rosabeth Moss Kanter holds the Arbuckle Chair at Harvard Business School. Former editor-in-chief of the Harvard Business Review and founder/director of the Harvard Advanced Leadership Initiative, she consults for companies around the world and is the author of 20 books, the most recent being “Think Outside the Bulding”. The opinions expressed in this article are her own.