A recent article in eWeek.com called Workers Rarely Jump Ship Over Pay Alone focuses on IT workers but has insights for all on the causes of attrition and the remedies of retention strategies.

Outlining some findings in The 7 Hidden Reasons Employees Leave: How To Recognize The Subtle Signs And Act Before It's Too Late, the author Leigh Branham was quoted and pointed out this disconnect: “Almost 90 percent had left for reasons other than pay, yet nine out of 10 managers believe that money was the reason people left." Why? The real reasons for leaving were not identified in exit interviews and then only rarely communicated to managers.

This is alarming because of the high costs associated with turnover. The PricewaterhouseCoopers / Saratoga Institute paper Improving Retention explains that when you measure the loss of high performance talent and establish meaningful benchmarks, you can truly see how it affects the bottom line.

Samuel Bright’s comment from Forrester: “Compensation plays a role, but cultural alignment plays a bigger one.” is in line with Fit + Skills.

You can simplify the main efforts of talent management with the words acquire and retain. Recruiting and sourcing solutions cover acquisition and performance management has a hand in retention. Both are opportunities for talent to drive organizational performance.