PASS Existing employees can be the greatest source of information about the turnover within the organization. By analyzing the personality traits that currently exist among high performers, you can draw a clearer picture of the types of candidates to select for all job openings. You have spent untold hours searching through 100 resumes, called 20 candidates, extensively interviewed five applicants, and finally found one who met your expectations. Two years later, the person leaves and you start all over again.
Turnover is a complicated issue with many interesting twists and turns.
On one hand, high turnover is good if you are making a significant change in organizational direction and your current employees don't have the right skills to take you there. On the other hand, turnover is bad when you lose intellectual capital and a sense of community. Some turnover is inevitable, but the right amount of turnover depends on the needs of each organization. For the purposes of this article, we'll assume that your organization is stable, your wages and benefits are competitive, your management is competent, your working conditions are acceptable, and your people have the right job skills. And, just as the race car solution starts with the kind of tires selected, the turnover solution starts with the kind of people selected.