In today's fast-paced business world, nothing less than 100% success is accepted. Businesses and organizations thrive on consistency and profitability. A classic tool that has proven effective for most companies has been benchmarking. Basically, benchmarking is the modeling of similar successes in similar or different industries and applying them to a company's specific situation. Generic benchmarking involves finding best practices or solutions to a company's problems across external industries or seemingly unrelated companies. This paper highlights five of these issues and focuses on how other companies have implemented plans to manage these issues. The issues facing InterClean highlighted in this analysis are employee retention, career development and training, human resources philosophy, restructuring process management and motivation. InterClean benchmarking was conducted to evaluate how other companies had handled similar situations. Ten companies from the home healthcare, technology industry, oil and gas industry, retail industry and telecommunications industry were evaluated. The ten companies evaluated were AT&T, BP Amoco, Starbucks, Home Depot, Genetech, Whirlpool, Luxoltica, Logica CMG, Dow Corning, and Minimed Inc. The evaluation of these companies showed different concepts used in problem management. As part of this analysis, this paper will discuss how companies have used these concepts. Employee Retention Every company experiences employee turnover, but their main goal is to ensure that their top performers want to stay in the organization and that underperforming employees are encouraged or forced to leave. After acquiring EnviroTech and implementing a new sales model, Interclean must recognize the importance of retaining employees during this transition phase. Interclean can create a successful training and learning program to help retain employees and minimize voluntary turnover due to changes. Losing employees can be costly. Replacing workers is expensive and new employees need time to learn their jobs. Interclean can develop an effective human resource management team to support the organization through possible high turnover (Noe, Hollenbeck, Gerhert, & Wright, 2003). Home Depot provides expertise for high employee turnover ratios. Home Depot recently faced similar problems. Employees were constantly leaving the company, and Home Depot struggled to retain them. Retraining new employees and giving them time to learn their jobs cost the company hundreds of thousands of dollars. CEO Robert Nardelli changed the company's focus by hiring executive director of human resources, Dennis Donovan. Donovan changed the face of the company by redeveloping training programs to better serve its employees.