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Retaining Talent (Five Misconceptions (Managers Can Do Little (recruitment…

- - - - leaving unsatisfying job
      - leaving for more attractive alt.
      - indv. has script for when to leave
      - relatively satisfied, no script, no necessary alt. impulsive
    - - Links - w/other people, groups, or orgs.
      - Fit - with job, org., community
      - Sacrifice - made if employee leaves
  - - - indvs. will participate when inducements >/= contribution req.
      - turnover decisions involve eval of current job against possible alts, develop intentions, and engage in search behavior
    - - org'l commitment, job satisfaction, relationship w/direct supervisor, role clarity, role conflict, job design/work envr,, coworker relationships
  - - - Systemic - based on general principles, reduce turnover across the board
      - Targeted - Org. specific issues and drivers, affects particular subunits
      - these aren't mutually exclusive strategies
    - - eval. alt., potential, expected outcomes
      - consider multiple alts. not just first to arise
      - consider multiple objectives and issues, not just most immediate
  - - - Direct costs - time/money
      - Separation Costs - tangible and intangible
      - Replacement Costs - general, recruitment, selection, orientation and ttraining
    - - savings, new blood, promotions
    - - Functional vs. Dysfuncational
      - Avoidable vs. Unavoidable
      - Voluntary vs. Involuntary
    - - unified perspective among HR, Supervisors, and Execs for understanding/interpreting turnover and its affects
- - - - external - trends in labor market
      - internal - future strategic vision and influence on demand/supply of labor
    - - external - compares to industry and competitors
      - internal considers rates over time
    - - criteria of costs, rates, and functionality can be used to identify appropriate strategic investment req. (ROI)
      - either systemic or targeted, or multiple of each