The long-term retention of top performers is of great economic relevance for companies. Unwanted staff turnover generates high costs in companies and is often accompanied by losses in terms of quality, customer satisfaction and productivity. In addition, it is becoming increasingly difficult to recruit good specialists and managers on the labor market. 

Based on the current state of research, this book describes guidelines for the systematic analysis of reasons for staff turnover and provides practical recommendations for how to retain top performers (e.g., conducting retention interviews, designing attractive career paths). It also explains how classic HR tools, such as employee surveys or team meetings, can help prevent unwanted turnover. The topics presented range from the initial training, through discussions to clarify expectations, to exit interviews and typical problems encountered when implementing turnover management. Special emphasis is placed on the question of what both immediate superiors (e.g. team leaders) and those responsible for personnel and organizational development as well as the management can do to prevent unwanted staff turnover. Case studies from various industries (e.g. production, retail, care) round off this book.

For:
• professionals in leadership positions
• HR managers
• personnel and organizational developers
• business consultants, coaches, and supervisors
• personnel psychologists
• students and teachers of industrial, business and
organizational psychology as well as business
administration