Use the knowledge of $OB$ presented in this chapter to apply the Integrative Framework of $OB$ and the problem$-$solving approach to the following case. Applying all of this knowledge should enable you to recommend realistic and effective solutions.

By the end of this week $($Week $3),$ Read the case below and answer the following questions creating a post in this discussion.

What is the problem$/$challenge in this case?

What organizational outcome is relevant to this case?

What factors at the "person" level and the "organization" level are contributing to employees' desire to leave?

As first$-$level supervisors$/$manager in this organization, how would you address this challenge? What are some actions you can take or recommendations you may have for higher management to address this challenge?

By the end of next week $($Week $4),$ provide a peer review of two of your classmates' responses. These will be indicated for you. For the peer review, note what you liked $($or found compelling$)$ about their answer, note any similarities or differences from your answer, and suggest any changes you'd have to their proposal.

Many organizations recite a common mantra: "Our employees are our most valuable asset." How many companies then back this up and walk the talk is another matter. However, employees are indeed the most valuable asset of many knowledge$-$based companies, whose value resides in the experience, skills, and abilities of their employees. Google, one of the hottest companies to work for and repeatedly one of the most admired employers on the planet $($no$.1$ again in $2013),$ is acutely aware of this fact. Google's talent $($i$.$e$.,$ employees$)$ is largely responsible for the company's tremendous success to date and will largely determine the company's future success. It is no wonder then that many other companies continually and intensely compete for Google's talent to drive their own growth and success. Notable examples are Sheryl Sandberg $($Facebook$),$ Marissa Mayer $($Yahoo$!),$ Lars Rasmussen $($Facebook$),$ and Richard Alfonsi $($Twitter$).($Some reports as far back as $2010$ allege that over $140$ Facebook employees are from Google.$)$ Even Craig Silverstein, Google's third employee$-$after Sergey and Larry$-$left to work at Khan Academy.

Despite Google's perennial status as one of the best places to work, it "competes for potential workers with Apple, Facebook, Amazon, Microsoft, and scores of start$-$ups, so every employee's departure triggers a costly$,$ time$-$consuming recruiting process." The pay and the perks don't seem to be enough either. In $2010,$ then CEO Eric Schmidt gave every employee a $10$ percent pay raise. Google also was reported to offer enormous counteroffers$-15$ percent raise, $4$ the stock benefits, and $$500,000$ cash bonus. Yet even this hasn't been enough to persuade some! As Robert Greene, a recruiter of engineers for tech start$-$ups, put it$,$ "Google isn't the hot place to work" and has "become the safe place to work."

Possible Reasons