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retaining talent: replacing misconceptions with evidence-based strategies
retaining talent: replacing misconceptions with evidence-based strategies
direct costs, work disruptions, and losses of organizational memory and seasoned mentors associate with turnover
concern about their ability to retain key employees with high-demand or difficult-to -replace skill sets
evidence-based strategies
refers to translating knowledge and principles based on the best available scientific evidence into organization practice
management: require accessible systematic reviews of evidence
five common misconceptions about employee turnover
people quit because they are dissatisfied with their jobs
alternative paths to turnover
job embeddedness
there is little managers can do to directly influence turnover decisions
people quit because of pay
organizational equilibrium and turnover process
ideas: individuals will continue to participate in the organization as long as the inducements offered by the organizational are equal to or greater than the contributions required by the organization
turnover predictors
a simple one-size-fits-all retention strategy is most effective
all turnover is the same, and it's all bad
defining turnover
understanding turnover costs
addressing the growing importance of turnover
developing the ability to diagnose and adapt turnover analysis to diagnose the extent to which turnover is a problem
view turnover analysis through the lens of organizational context
collect data to diagnose and adapt cause-effect to a particular context
putting it into practice