In the midst of widespread layoffs that rode in fast on the heels of the Great Resignation, many companies are still struggling to retain employees and reduce overall organizational turnover. The problem with that mentality is that it makes it impossible to reap the benefits of intentional attrition, like loyal alumni and boomerang employees.
Companies Need to Normalize Healthy Turnover
Turnover isn’t inherently a bad thing. Intentional attrition — a deliberate plan to reduce the number of employees in an organization over time — creates a finite timeline where employees and the employer mutually benefit. Most companies don’t work this way; when people leave (and most eventually do), it’s awkward and often unacknowledged. Pointing to the example of McKinsey & Co., the author argues that creating an “up-an-out” system where employees are encouraged to make the most of their limited time at a company can generate a positive employer brand for organizations as a springboard for talent. To make planned attrition a normal process, the author suggests three strategies for companies to get started: 1) Acknowledge that this isn’t forever from the beginning, 2) focus on promoting internal candidates and boomerang employees, and 3) engage your alumni.