Over the past 2 years turnover at your organization has increased from 15% to 25% annually. Projections show that turnover will likely climb another 5% to 10% this year. Initially, the sentiment was that fear caused by COVID was the reason for this increase. However, exit interviews and internal surveys revealed the following common themes:

• Short staffing has created a sense of burnout.
• People are looking elsewhere for a job.
• Frustration over people calling in absent for their shifts or not answering their phones to help cover open shifts.
• Feelings of helplessness are high.
• Leadership communication is poor.
• Departments feel like there are generational cliques causing issues.
• Communication between departments is poor and information between shifts is not being shared in a timely manner.

As the HR leader of the organization, you have been tasked to present to the CEO this information and a plan to reduce turnover.

1. Present an overview of common themes that are causing turnover, or turnover intentions.
2. Explain the observable behaviors in the organization that are causing concern.
3. Identify a theoretical connection that explains how the behaviors of concern are impacting organizational outcomes, including turnover, and turnover intentions.
4. Create three initial development efforts that should be implemented to address the behavior concerns.
5. Explain how addressing the behavior concerns will improve organizational outcomes.
6. Propose next steps to begin planning