Addressing Employee Turnover and Retention: Keeping Your Valued PerformersMcConnell, Charles R. MBA, CMThe Health Care Manager: July-September 2011 - Volume 30 - Issue 3 - p 271-283 doi: 10.1097/HCM.0b013e318225e3bf Article Buy Abstract Author InformationAuthors Article MetricsMetrics Employee turnover and employee retention are inextricably linked; to control turnover is to enhance retention. Turnover is a relatively simple concept; however, considerable confusion often results when addressing turnover because of differences in how it is defined; that is, what is counted, how it is counted, and how the turnover rates are expressed. Turnover is also costly, although not enough attention is paid to its cost because so much of it is indirect and thus not readily visible. There are a variety of causes of turnover, some that can be corrected and some that cannot be avoided. Reducing or otherwise controlling turnover requires continuing management attention to its causes and constant recognition of what can and should be controlled and what cannot be controlled. Ongoing attention to turnover is an essential part of the department manager's role; every improvement in turnover is a direct improvement in retention, with eventual positive effects on the bottom line. Author Affiliation: Human Resources and Health Care Management Consultant, Ontario, New York. The author has no conflict of interest. Correspondence: Charles R. McConnell, MBA, CM, Human Resources and Health Care Management Consultant, 5943 Walworth Rd, Ontario, NY 14519 (Mclighthouse@juno.com). © 2011 Lippincott Williams & Wilkins, Inc.