Essay Undergraduate 690 words

Reducing High Employee Turnover: Causes and Solutions

~4 min read 5 sections Business · Employee Turnover

Abstract

This paper examines the problem of high employee turnover within an organization and outlines a practical approach to diagnosing and addressing it. The author identifies the costs of turnover — including recruiting expenses, lost productivity, and low morale — and describes two primary data-gathering methods: exit interviews and employee surveys. Drawing on these findings, the paper recommends focusing on recruitment as a lever for cultural change, arguing that hiring positive, engaged employees can generate momentum toward a healthier workplace environment and a sustainably lower turnover rate.

Key Takeaways

The Problem of High Turnover: Defines turnover costs and organizational impact
Diagnosing the Causes: Exit interviews and surveys identify root causes
Taking Action Through Recruitment: Improving hiring to shift workplace culture
Results and Momentum: Positive hiring cycle reduces turnover over time
Lessons Learned: Targeted HR changes drive broader organizational improvement

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What makes this paper effective

The paper follows a clear problem–diagnosis–action–outcome structure that makes the argument easy to follow and logically coherent.
It grounds its claims in cited sources while also incorporating firsthand organizational experience, balancing theory with practical observation.
The conclusion draws a transferable lesson — that targeted changes in one HR area can produce broader cultural improvement — giving the paper a satisfying analytical payoff.

Key academic technique demonstrated

The paper demonstrates applied problem-solving writing: it identifies a real organizational issue, proposes evidence-based diagnostic methods, and evaluates the outcomes of an intervention. This approach — moving from problem identification through data collection to action and reflection — mirrors standard HR case analysis and is a useful model for applied business writing at the undergraduate level.

Structure breakdown

The paper is organized into five sections. The first defines the problem and its costs. The second outlines how data was gathered through exit interviews and employee surveys. The third describes the strategic response, focusing on recruitment and culture. The fourth reports results, describing a gradual but compounding positive shift. The fifth reflects on the broader lesson about targeted HR interventions.

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Essay 690 words

The Problem of High Turnover

A significant challenge facing many organizations is a high employee turnover rate. This is a serious concern because high turnover is associated with greater costs for recruiting and training, lower productivity, reduced morale, and worse customer service. It also diverts managers' attention away from other priorities, limiting their ability to make meaningful improvements to the business (Markovich, 2014).

Diagnosing the Causes

In order to address the problem, it is first necessary to diagnose it. There are a number of potential causes of a high turnover rate, so it is important for an organization to gather data in order to understand what is driving the issue in its specific context. Two approaches are particularly useful.

The first is the exit interview, in which employees who leave the company are surveyed on their way out about why they are departing. This can provide valuable feedback, although not all employees may be willing to share their honest opinions, and the technique can take a long time — enough people must leave before meaningful data can be collected. A survey of current employees should therefore also be used to gauge their sentiments about the job. Issues that current employees raise are likely similar to those that are driving others to leave.

These two methods — exit interviews and employee surveys — formed the primary data-gathering approach used during the study period. The survey covered employees' impressions of the job, the company, their co-workers, and their managers. Questions addressed many of the key factors known to cause high turnover, including low pay, long hours, poor working conditions, and a negative atmosphere or difficult supervisors (May, 2014). If any of these issues were identified among those still with the company, it is reasonable to conclude they were also factors in driving others to leave.

3 Sections Hidden · 295 words

Taking Action Through Recruitment110 words

With some of the issues identified, the next step is to take action. Managers do not necessarily have the authority to fix things like…

Results and Momentum105 words

The result of this approach is that, gradually, as employees leave, they are replaced with stronger candidates. At first, the effect was not immediately apparent, but over time…

Lessons Learned80 words

The key takeaway is that human resources problems often have many different causes, and therefore many different potential solutions. This organization discovered that by focusing on one specific element —…

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References

Bonn, M. & Forbinger, L. (1992). Reducing turnover in the hospitality industry: an overview of recruitment, selection and retention. International Journal of Hospitality Management, 11(1), 47–63.

Markovich, M. (2014). The negative impacts of a high turnover rate. Houston Chronicle. Retrieved November 29, 2014 from http://smallbusiness.chron.com/negative-impacts-high-turnover-rate-20269.html

May, K. (2014). Causes & effects of high & low staff turnover. Houston Chronicle. Retrieved November 29, 2014 from http://smallbusiness.chron.com/causes-effects-high-low-staff-turnover-33939.html

Key Concepts in This Paper

Employee Turnover Exit Interviews Recruitment Strategy Workplace Culture Staff Retention Employee Surveys HR Diagnostics Organizational Morale Positive Momentum Human Resources