Interesting take on turnover. Where I come from the issue may be that
turnover is too low! Our workforce is fairly static and the relative
experience both in the industry and our specific company is large (>10 yrs
on average). That type of longevity has created a highly engrained
pattern of thought relative to how things "ought" to be done. Yet it has
also created a tremendous knowledge base -- to a point. That point is the
point where the engrained, collective models take over.
In my mind its a little paradoxical that we, as an organization, are very
interested in all the latest techniques and theories, yet in general only
take them to a point before jumping to the next one. That way, perhaps,
we avoid the deep confrontation with our mental models.
> Michael - I don't know if you are already doing this but it might be
> helpful to see if there are any studies showing comparisons between
> organisations with relatively high and low turnover - is there an impact
> on innovation - no. of new product launches, customer satisfaction,
> employee measures, perofrmance, share price etc.
I would be very interested in such a study as well. What are the long
term impacts of various levels of turnover? What is excessive? Can there
be too little? What is healthy and sustainable for the group?
Regards,
Terry Johnson
tjjkmj@worldnet.att.net
--"Johnson's" <tjjkmj@worldnet.att.net>
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>