The document discusses the reasons behind employee turnover and outlines strategies to enhance retention by fostering employee embeddedness. It identifies five pathways through which employees leave organizations and emphasizes that management can improve embeddedness by ensuring fit, creating connections, and increasing the costs of leaving. To effectively reduce turnover, organizations should evaluate their turnover profiles, implement targeted interventions, and continually assess their strategies using methods like exit interviews and embeddedness surveys.

1. Why They Leave: Understanding Why Employees Leave Organisations and Strategies for Encouraging Employees to Stay Gerry Treuren, Carol Kulik and Prashant Bordia

2. Five pathways out of the organisation Typically explains about 30% Type Pathways Dissatisfaction + Job The traditional explanation for turnover Dissatisfaction + No Job Job is so unbearable – just had to leave

3. Five pathways out of the organisation Type Pathways Plan Was going to leave when…[…..]…happens Dissatisfaction + Job The traditional explanation for turnover Dissatisfaction + No Job Job is so unbearable – just had to leave

4. Five pathways out of the organisation Type Pathways Plan Was going to leave when…[…..]…happens Pull Pulled towards a better job Dissatisfaction + Job The traditional explanation for turnover Dissatisfaction + No Job Job is so unbearable – just had to leave

5. Five pathways out of the organisation Type Pathways Plan Was going to leave when…[…..]…happens Pull Pulled towards a better job Push Pushed out of job Dissatisfaction + Job The traditional explanation for turnover Dissatisfaction + No Job Job is so unbearable – just had to leave

6. The ways employees leave

7. The ways employees leave

8. The ways employees leave

9. Different organisations have different leaving profiles based on: Organisational policies and practices The quality of day-to-day management Occupational types and labour market Embeddedness of employees Why the difference between organisations?

10. Employees have varying degrees of attachment to their organisation and their out-of-work life The more embedded an employee, the more likely the employee is to stay Embeddedness

11. Embedded employees are less likely to be dissatisfied with their job and their employment Embedded employees are less likely to resign because of shocks Management can increase the level of embeddedness The buffer to the impulse to leave…

12. Embeddedness and turnover

13. Fit with the organisation and other employees Linkages with the organisation and other employees The financial and social sacrifice of leaving Three factors of embeddedness

14. Does the person fit the job, work group and the organisation? Have similar values? Management can improve embeddedness by Recruiting for Person-Job fit Recruiting for Person-Organisation fit Redesigning jobs to better suit high potential/ highly mobile employees Fit-based embeddedness

15. How well connected to their job and the organisation? Management can adopt in-house activities Mentoring schemes Workgroups; reward team achievements Consultative processes Internal development programs Appropriate induction and socialisation schemes Linkage-based embeddedness

16. What is the cost of leaving for an employee? Management can increase the economic and social cost of leaving, through: Salary/conditions/ superannuation vesting Development of internal labour market Onsite/subsidised childcare, parking and childcare Sacrifice-based embeddedness

17. Evaluate turnover and embeddedness profile Diagnose organisational patterns Implement appropriate interventions Regular evaluation Minimising unwanted turnover

18. Minimising unwanted turnover Exit interviews Identification of appropriate initiatives Job Embeddedness/ pulse surveys

19. Using exit interviews process to identify leavers’ pathways Undertake an embeddedness survey (supplement with pulse surveys if necessary) Evaluating turnover and embeddedness characteristics

20. Use embeddedness data and exit interview data to identify the pathways used to leave the organisation Identify an appropriate set of remedial and proactive steps to prevent turnover intention and increase embeddedness Diagnose

21. Implement proposed remedies Regularly evaluate using pulse surveys and exit interviews and amend remedies if necessary Implement and evaluate

22. Turnover and turnover likelihood can be assessed and diagnosed Different organisations have different leaving profiles Management can cultivate embeddedness to minimise unwanted turnover Takeaway points

23. Thank you Questions?