You have been with your large high-tech organization for 3 years, having joined right after earning your college degree in business. You enjoy working in human resource management on the recruitment side of things.
Lately you have noticed that even though you are doing a good job at attracting applicants—you are able to keep them interested in the selection process and have established a strong acceptance rate among applicants—
there is a problem. The turnover rate for employees within 18 months of being hired is at 34%. Although that isn’t the highest rate in the industry, it certainly is higher than you’d like to see, and it is higher than it used to be.
You have done some initial analyses and determined that part of the issue seems to be that recruiters tell potential employees things to attract them to the organization, but the reality once they join is quite different. And especially for top performers, other options at other organizations quickly become attractive.
You have spoken with your boss, the vice president of HR, and she has authorized you to create a task force to investigate the issue further and develop a strategy to solve the root causes of the problem. She suspects that the turnover rate is a symptom of bigger problems rather than the main problem.
Questions 

1. Whom do you think you need to involve in this decision? Why?
2. How should you begin to tackle this problem in terms of your approach and sources of information?
3. What data should you gather?
4. Are there experiments you might do to test potential causes and to identify different solutions?