"Why should I stay with your company?" This is a common challenge heard frequently by human resource professionals. This question cuts to the heart of the connection between employees and organizations. It is a strategic issue for the organization as well as a common concern for the individual. Employee development programs are essential to better organizational performance. A highly skilled and motivated workforce accomplishes more as they gain experience and knowledge, and retaining an employee saves the company money. Providing opportunities for employees to gain new skills and establishing a shared core value system are key strategies for sustaining higher retention rates. Inspired by the various clients who are strong supporters of employee development in their own organizations, Kathy Albarado, President and CEO of Helios HR, launched the Apollo Awards in 2007. Apollo recognizes leaders in the Washington, D.C. metropolitan area as they create opportunities in their organizations by investing in employee development initiatives. Apollo is remarkable due to its spirit of collaboration; it boasts an impressive network of like-minded business owners who share their original and often ground-breaking employee development practices. The results of these efforts connect enlightened leaders, strengthen their communities, and lend innovative solutions to give them the competitive advantage they seek in their own businesses. The book showcases various stories of the inspired executives who are passionately committed to the success of their employees. A small management consulting firm hires a Director of Talent and Operations and increases revenue fifty percent without procuring additional staff. A hotel owner and operator uses internal social media to link the majority of employees who work remotely in order to stimulate discussion and a feeling of connectivity regarding themes consistent with the company's mission. A large global public relations firm, with twice the turnover of the industry average, reevaluates its mission statement with five core values and then creates employee programs suited to align employees' values with its own. The new initiatives ultimately lead to their placement on a "Best Places to Work" list and a fifty percent reduction in staff turnover. In each interview, there is an informative description of how the company revolutionized their culture of intention in order to refocus and be successful. It is the author's intention to recognize these employers in the hope of encouraging future discussion and inspiration among the community of business leaders. We all benefit when standards are raised and individuals are provided the resources necessary to meet challenging goals.