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

there is little managers can do to directly influence turnover decisions

people quit because of pay

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

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

alternative paths to turnover

job embeddedness

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