Foreword

Keeping employees who add value to the organization is one of the big three tasks in managing people.  The other two are getting the right people to join and motivating them to do a good job.  Research on employee turnover and retention dates back before the Second World War and has since grown astronomically.  Professional managers, take heart. You don’t need a deep dive through piles of studies.  David Allen and Phillip Bryant have done it for you. What’s more, they have organized the body of findings according to key decisions that managers face in managing both turnover and retention. Note that turnover and retention aren’t quite the same thing, as readers will see.  The result of Allen and Bryant’s efforts turns science-based ...

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