Resignations are at an all-time high, and companies desperate to fill vacancies are trying everything from pay raises to trendy perks. But those interventions are falling short, because the real problem, as the author explains, is that so many jobs are stressful, meaningless, and unlovable. Buckingham’s data on what keeps employees engaged (from his work at ADP Research Institute) suggests that companies should change their approach to performance management to take advantage of each employee’s unique skills and passions. That necessitates three mindset shifts: viewing employees as the key stakeholders in the organization; moving away from standardization in performance management tools; and trusting employees to accomplish their performance goals the way they see fit. No company today is yet the full “Love + Work” organization that Buckingham describes, but lululemon, Walmart, Amazon, McKinsey, and Cisco are among those that have begun to embrace some of its characteristics and have seen improvements in both retention and overall performance.