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Staying Power - Why Your Employees Leave and How to Keep Them Longer
In a sentence
A practical guide explaining why today's employees leave faster than ever and how managers can adapt their leadership to retain talent longer in an employee-driven market.
Staying Power confronts a hard truth: employee loyalty has fundamentally eroded, and no amount of nostalgia for 'the way we've always done it' will bring it back. Drawing on her own Millennial mindset and years of consulting across industries, Cara Silletto (with Gen X contributor Leah Brown) explains how generational upbringing—shaped by technology, credit cards, divorce, layoffs, and parenting shifts—created a workforce that thinks and works differently. Rather than blaming younger workers, the book reframes turnover as a leadership and cultural problem employers can address. It quantifies the true and hidden costs of turnover, exposes the 'trees vs. revolving doors' staffing reality, and delivers a concrete M.A.G.N.E.T. framework of strategies and tactics—from management effectiveness to transparency—that won't stop the revolving door but will slow it to a sustainable pace. It's a roadmap for any leader who wants their business to still be thriving in five, ten, or twenty years.
The four lenses
- Science
- Statistics
- Systems
- Strategy
Tags
The model
A causal model linking employer design levers (management effectiveness, recruiting, onboarding, staffing models, empowered champions, transparency) and contextual generational conditions to psychological states (trust, perceived value, work/life fit) and behavioral patterns that drive the outcome of employee retention versus turnover.
Management Effectivenessdesign lever
The degree to which managers develop their people, communicate expectations clearly, appreciate work, and actively listen, building strong supervisor-employee relationships that the book identifies as the primary lever for retention.
Attraction and Recruiting Qualitydesign lever
The strength of the employer brand and the speed, clarity, and realism of the recruiting and application process, which determine the quality and fit of incoming talent and influence early turnover risk.
Guidance Upon Entry (Onboarding Quality)design lever
The thoroughness, welcome, structure, and frequency of check-ins during a new hire's first days, weeks, and months that activate them quickly, reduce anxiety, and bridge expectation gaps during the critical early tenure window.
New Staffing Models (Flexibility and Advancement)design lever
The organization's offering of scheduling flexibility, broadened definitions of advancement, expanded competency-based hierarchies, and repositioned retention incentives that align staffing structures with the needs of today's workforce.
Empowered Retention Championsdesign lever
The presence of accountable ownership for retention through stopping the blame game, designating retention specialists, and establishing staff councils and employee networks that give staff a voice and drive retention initiatives.
Trust Through Transparency Practicesdesign lever
Organizational practices that explain the why behind decisions, share information through newsletters and meetings, conduct stay interviews, and stop staff from mistreating new hires, all aimed at building trust through openness.
Workforce Generational Mindsetcontextual condition
The set of perspectives on technology, authority, work/life balance, loyalty, and entitlement shaped by an individual's upbringing and societal exposure, which conditions how they respond to employer practices and management approaches.
Employee Trust in Leadershippsychological state
The degree to which employees believe their leaders and organization are authentic, fair, and acting with good intentions, a fragile psychological state that increases productivity and willingness to stay.
Perceived Value and Appreciationpsychological state
The extent to which employees feel valued, appreciated, heard, and recognized for their contributions, a psychological state the book repeatedly cites as more powerful than pay in driving staying behavior.
Work/Life Integration Fitpsychological state
The degree to which an employee's schedule and workload align with their personal obligations and priorities, enabling successful integration of professional and personal life given shifting family dynamics and technology.
Employee Engagement and Activationbehavioral pattern
The behavioral state of being utilized, contributing meaningfully, and invested in the role rather than bored, underutilized, or disengaged, which the book links to early decisions to stay or leave.
Employee Retention / Reduced Turnoveroutcome metric
The outcome of employees staying with the organization longer, extending average tenure and slowing the revolving door to a sustainable pace, thereby preserving productivity, quality, and profitability.
Turnover Cost Burdenoutcome metric
The combined tangible and intangible costs of replacing employees including recruiting, onboarding, lost productivity, overtime premiums, lost institutional knowledge, and damaged employer brand that erode profitability.
How they connect
- management effectiveness → predicts employee trust
- management effectiveness → predicts perceived value appreciation
- trust transparency practices → predicts employee trust
- new staffing models → predicts work life fit
- new staffing models → predicts employee engagement
- guidance onboarding → predicts employee engagement
- attraction recruiting → influences employee retention
- empowered champions → influences trust transparency practices
- empowered champions → predicts perceived value appreciation
- employee trust → predicts employee retention
- perceived value appreciation → predicts employee retention
- work life fit → predicts employee retention
- employee engagement → predicts employee retention
- generational mindset − moderates employee retention
- employee retention − predicts turnover cost
The process
The book provides a systematic playbook for reducing employee turnover by moving from diagnosis to strategic action. The process begins with a thorough investigation into the root causes of attrition, using tools like third-party surveys and exit interview analysis. This diagnostic phase is complemented by proactive, ongoing feedback collection through 'stay interviews' with current employees. Based on these insights, the playbook advocates for implementing the M.A.G.N.E.T. framework—a comprehensive strategy to build a retention-focused culture by improving Management, Attraction, Guidance, New staffing models, Empowerment, and Trust. This overarching framework is then put into practice through specific, targeted initiatives, such as dedicated programs to improve management effectiveness and a structured process to enhance new hire onboarding. This integrated approach ensures that retention efforts are data-driven, strategic, and address the key touchpoints of the employee lifecycle.
Diagnose Causes of Employee Turnover
To understand the root causes of why employees are leaving the organization by systematically gathering and analyzing feedback, in order to develop targeted retention strategies.
When to use: When employee turnover rates are a concern, or as a periodic health check for the organization.
Step 1Design and conduct employee surveys, preferably using an external third party to encourage honest feedback.
Entry: Leadership has approved the initiative to investigate turnover causes.
Exit: Sufficient survey data has been collected for analysis.
In: Survey design tools, List of current and recently departed employees · Out: Raw survey data
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Step 2Gather additional data from exit interviews, turnover statistics, and other employee feedback channels.
Entry: Survey data collection is complete or in progress.
Exit: All relevant qualitative and quantitative data has been compiled.
In: Exit interview notes, HR turnover reports · Out: A consolidated dataset on employee departures
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Step 3Analyze all collected data to identify common themes, patterns, and primary reasons for departure.
Entry: All turnover-related data has been gathered.
Exit: A list of key turnover drivers is identified and prioritized.
- Determine which themes are most impactful on turnover.
In: Consolidated dataset on employee departures · Out: Analysis report with key findings
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Step 4Categorize findings into immediate actions (low-hanging fruit), longer-term initiatives, and issues not currently feasible.
Entry: Key turnover drivers have been identified.
Exit: An initial action plan with prioritized categories is created.
In: Analysis report with key findings · Out: Prioritized list of issues to address
ch04p02
Step 5Formulate and communicate a plan of action to all employees to address the identified issues.
Entry: A prioritized action plan exists.
Exit: The action plan has been communicated to the organization.
In: Prioritized list of issues to address · Out: A comprehensive report with recommended actions, Communication plan for employees
ch04p01 · ch04p02
Implement Stay Interviews
To proactively gather feedback from current employees about their job satisfaction and motivations, in order to address potential issues before they result in turnover.
When to use: As a continuous, regular management practice to maintain open communication and monitor employee sentiment.
Step 1Schedule regular, dedicated one-on-one meetings with employees specifically for the stay interview.
Entry: Management has committed to conducting stay interviews.
Exit: A schedule for interviews is established.
In: List of employees · Out: Scheduled meetings
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Step 2Ask specific, structured questions about job satisfaction, what they enjoy, what challenges them, and what might cause them to leave.
Entry: The meeting has started.
Exit: The employee has answered the core questions.
In: A structured set of questions · Out: Employee feedback
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Step 3Actively listen to the employee's feedback without judgment or defensiveness.
Entry: The employee is providing feedback.
Exit: The manager fully understands the employee's points.
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Step 4Document the key insights and categorize findings to identify any recurring themes across the team or department.
Entry: The interview is complete.
Exit: Actionable insights are documented.
In: Employee feedback · Out: Documented insights and themes
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Step 5Create and implement an action plan based on the feedback received, addressing issues where possible.
Entry: Themes and insights have been identified.
Exit: An action plan is created and being executed.
- Decide how to address identified issues.
In: Documented insights and themes · Out: Action plan
ch04p01
Implement the M.A.G.N.E.T. Retention Framework
To systematically create a workplace culture that attracts and retains employees by implementing a multi-faceted strategy addressing key aspects of the employee experience.
When to use: After diagnosing turnover issues, as a strategic framework to guide retention efforts.
Step 1Improve Management Effectiveness (M) by providing targeted training for supervisors on soft skills, communication, and employee support.
Entry: The organization has committed to the M.A.G.N.E.T. framework.
Exit: A management training and development program is in place.
In: Turnover data linked to managers · Out: Improved supervisor-employee relationships
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Step 2Enhance Attraction and Recruiting (A) by strengthening the employer brand and streamlining the application process to attract top talent.
Exit: Recruiting metrics (e.g., time-to-fill, quality-of-hire) show improvement.
In: Current employer branding materials, Application process workflow · Out: A more efficient and attractive recruitment process
ch04p01 · ch04p02
Step 3Provide Guidance Upon Entry (G) by revamping the onboarding process to be more comprehensive, welcoming, and supportive for new hires.
Exit: A structured onboarding program is consistently executed.
In: Existing onboarding materials · Out: Higher new-hire satisfaction and lower early-stage turnover
ch04p01 · ch04p02
Step 4Explore New Staffing Models (N) to offer greater flexibility in scheduling and work arrangements to meet modern workforce expectations.
Exit: Flexible work options are available to employees where feasible.
In: Analysis of role requirements · Out: Flexible scheduling policies
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Step 5Empower Champions (E) within the organization to help promote and drive retention initiatives.
Exit: A network of internal champions is established.
Out: Increased buy-in and support for retention efforts
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Step 6Foster Trust Through Transparency (T) by improving management communication, sharing the rationale behind decisions, and implementing recognition programs.
Exit: Communication practices are more open and regular recognition occurs.
Out: Improved employee trust and morale
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Improve Management Effectiveness
To strengthen managers' soft skills and relationship-building capabilities in order to foster better team environments and reduce manager-related employee turnover.
When to use: When turnover diagnosis reveals that poor management is a key driver of attrition, or as a proactive, ongoing leadership development strategy.
Step 1Identify current management challenges and skill gaps using employee feedback, 360-degree reviews, and turnover data.
Entry: A decision has been made to invest in management development.
Exit: Specific areas for management improvement are identified.
In: Employee survey results, Turnover data by manager/department · Out: A needs analysis for management training
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Step 2Design and implement training programs focused on critical soft skills such as communication, empathy, feedback, and coaching.
Entry: Training needs have been identified.
Exit: Managers have completed the initial training program.
In: Needs analysis, Training materials · Out: Trained managers
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Step 3Encourage and equip managers to schedule regular, meaningful one-on-one check-ins with their team members.
Entry: Managers have been trained on communication skills.
Exit: One-on-one meetings are a standard practice for all managers.
Out: Improved manager-employee communication
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Step 4Assess improvements in management effectiveness by monitoring team morale, engagement scores, and turnover rates post-training.
Entry: Training has been implemented for a sufficient period to see results.
Exit: The impact of the training program has been measured.
- Evaluate if further training or different interventions are needed.
In: Post-training survey data, Turnover statistics · Out: Report on the effectiveness of the management improvement strategy
ch04p02
Improve the New Hire Onboarding Process
To improve the retention of new employees by providing a welcoming, informative, and supportive onboarding experience that integrates them effectively into the company.
When to use: Whenever a new employee is hired.
Step 1Communicate day-one expectations, schedule, and logistics clearly to new hires before their start date.
Entry: An offer has been accepted and a start date is set.
Exit: The new hire has received all necessary pre-start information.
In: New hire contact information · Out: Welcome email/package
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Step 2Prepare and conduct orientation activities to familiarize new hires with company culture, values, key personnel, and expectations.
Entry: It is the new hire's first day or week.
Exit: The new hire has completed the formal orientation program.
In: Orientation materials, Prepared workspace and equipment · Out: An informed new hire
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Step 3Pair each new employee with a buddy or liaison for informal support and guidance during their initial weeks.
Entry: The new hire has started.
Exit: A buddy has been assigned and introduced.
In: List of volunteer buddies · Out: A support system for the new hire
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Step 4Schedule regular check-ins with the new hire's manager during the first few weeks and months to gauge their adjustment, answer questions, and provide resources.
Entry: The new hire is in their initial employment period.
Exit: The initial series of check-ins is complete and the new hire is well-integrated.
- Assess if additional support or intervention is needed based on check-in feedback.
Out: Feedback on the onboarding experience, A supported and integrated new employee
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A candidate measure
Staying Power - Why Your Employees Leave and How to Keep Them Longer — derived measurement candidates
Management Effectiveness
employee rating of manager; manager training completion; frequency of recognition events
self-report suitability: high
Attraction and Recruiting Quality
time-to-hire; Glassdoor rating; applicant drop-off rate
self-report suitability: medium
Guidance Upon Entry
new-hire satisfaction score; presence of onboarding checklist; 90-day retention
self-report suitability: high
New Staffing Models
number of schedule options; number of advancement tracks; incentive frequency
self-report suitability: medium
Empowered Retention Champions
existence of retention specialist; council meeting cadence; employee awareness of voice channels
self-report suitability: low
Trust Through Transparency Practices
communication channel count; stay-interview frequency; perceived informedness
self-report suitability: medium
Workforce Generational Mindset
T.A.B.L.E. attitude placement; stated expectations in interviews
self-report suitability: medium
Employee Trust in Leadership
trust survey scores; stay-interview themes
self-report suitability: high
Perceived Value and Appreciation
appreciation survey items; recognition recall frequency
self-report suitability: high
Work/Life Integration Fit
schedule satisfaction score; overtime hours; flexibility usage
self-report suitability: high
Employee Engagement and Activation
engagement survey score; time-to-first-contribution
self-report suitability: high
Employee Retention / Reduced Turnover
turnover rate; average new-hire tenure; 90-day attrition rate
self-report suitability: low
Turnover Cost Burden
cost per hire; overtime spend; estimated intangible loss
self-report suitability: none
The story
The reader A manager, HR leader, or employer frustrated by constant employee turnover who wants a stable, profitable workforce.
External problem
Excessive employee turnover is eroding the quality, capacity, and profitability of their business.
Internal problem
They feel frustrated, blindsided, and unsure why their proven management approach no longer works.
Philosophical problem
It's wrong to blame employees and cling to 'because we've always done it that way' when the world and workforce have fundamentally changed.
The plan
- Understand why today's workforce thinks and works differently before applying any tactics.
- Diagnose the real reasons people are leaving by gathering data instead of assuming.
- Quantify the true cost of turnover to justify investment in retention.
- Become a M.A.G.N.E.T. employer through management effectiveness, recruiting, onboarding, new staffing models, empowered champions, and transparency.
- Continuously evolve management practices alongside the changing workforce.
Success
- A more unified, harmonious workforce with increased productivity and improved retention.
- A business that is still thriving in five, ten, and twenty years.
- Becoming a place where people want to work, gaining a recruiting and competitive advantage.
At stake
- Excessive turnover takes down the business through a staffing death spiral.
- Damaged employer brand, burned-out remaining staff, and lost profitability.
- Becoming obsolete by staying set in outdated management ways.
Chapter by chapter
ch01The Business Case for Change
This chapter addresses the pressing need for companies to adapt to changing market dynamics by exploring the costs of employee turnover and the scarcity of vital subject matter experts.
ch02The Evolution of Our Workforce by Generation
This chapter examines how generational mindsets, rather than mere birth years, shape workforce dynamics and influence employee engagement and productivity.
ch03What Planet Are They From?
This chapter explores the distinct perspectives and priorities of millennials, focusing on the issues that resonate deeply within their generation, framed through the acronym T.A.B.L.E.
ch04p01How to Keep Your People Longer (part 1/2)
Employee turnover has become a pressing issue for organizations, and understanding the motivations behind departures is essential for developing effective retention strategies.
- Understanding why people leave is crucial to developing effective retention strategies.
- Organizations must evolve their management practices to align with the expectations of younger employees.
- Building a culture of transparency and open communication can significantly enhance employee satisfaction.
- Flexibility in scheduling and job responsibilities helps meet the diverse needs of the modern workforce.
ch04p02How to Keep Your People Longer (part 2/2)
In a rapidly evolving workplace, leaders must adapt to the changing expectations of employees who seek transparency, effective management, and a culture of engagement to enhance retention.
- Today's workers expect to be treated as valuable contributors rather than mere resources.
- Effective management training is critical in building relationships that enhance employee retention.
- Communication lapses about expectations are a primary cause of turnover; clarity must become a workplace priority.
- Flexible work arrangements significantly impact employee satisfaction and retention rates.
Questions this book answers
- Why are employees leaving faster than ever, and why isn't it primarily about pay?
- How did generational upbringing shape today's new workforce mindset?
- What is the true and hidden cost of employee turnover?
- What practical strategies can managers use to retain employees longer?
- How can leaders bridge the generational divide to build trust and loyalty?
Glossary
- Management Effectiveness
- The capability of managers to build strong relationships with staff by developing people, communicating expectations, appreciating work, and listening.
- Attraction and Recruiting Quality
- The strength of employer brand and the speed, clarity, and realism of the recruiting process.
- Guidance Upon Entry
- The quality and structure of onboarding that welcomes, activates, and supports new hires during early tenure.
- New Staffing Models
- Innovative scheduling, advancement, and incentive structures aligned with the new workforce's needs.
- Empowered Retention Champions
- Accountable ownership and voice mechanisms for retention across the organization.
- Trust Through Transparency Practices
- Practices that share information, explain decisions, and protect new hires to build openness.
- Workforce Generational Mindset
- The upbringing-shaped perspectives on technology, authority, balance, loyalty, and entitlement.
- Employee Trust in Leadership
- Employees' belief in the authenticity, fairness, and good intentions of leaders.
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Tools these methods power
Related in the literature
The measurement literature behind this signal — sourced, so you can defend it.
“Gather Data and Take Action Now Comes the Hard Part Becoming a M .A.G.N.E.T. Employer M – STRATEGY: Management Effectiveness TACTIC: Develop Your People TACTIC: Communicate Your Expectations TACTIC: Appreciate Any Job Well Done TACTIC: Listen More A – STRATEGY: Attraction and…”
— Staying Power why your Employees Leave and how Tmatch 69%
“Editing by: Kate Colbert Brandy Lee Cover design and typesetting by: Courtney Hudson First edition, March 2018 Library of Congress Control Number: 2017963969 Created in the U.S. of America Table of Contents Dedication A Letter to My Readers What Is Staying Power Worth Today?…”
— Staying Power why your Employees Leave and how Tmatch 65%
“Stagnating in a role for an additional 10 months raises the odds that employees will leave the company for their next role by about one percentage point, a statistically significant effect. (16) Corporate Culture Research have shown that there is a relationship between Corporate…”
— People Analytics Text Mining with Rmatch 61%
Resources: Staying Power why your Employees Leave and how T · People Analytics Text Mining with R