Multiplying this number by 100 will express your turnover as a percentage (Cook). You can do this quarterly or yearly. Although this number is simple to calculate it does not tell you anything useful. To make your retention measure meaningful you should be able to identify how much of your turnover is voluntary and involuntary, due to retirement, due to lateral movement, due to promotions etc. (Cook). One way I have gathered this information in the past was to conduct exit interviews. A knowledgeable manager who motivates and inspires employees to perform will benefit any organization for the reason that they will enhance employee retention and decrease turnover.
There are several methods that will support employee retention that incorporate leadership and management responsibilities. I was a Human Resources Assistant for a local casino with over 700 employees and one of my responsibilities was conducting training sessions for all departments. One of the classes I conducted was for department managers, called Leadership. Within the leadership role you want to find out what people can do, and ask them to do more. John Gardner, former director of Time Inc., gave workers responsibility that was a little beyond what they could do. He believed in synergy; so he brought out the best in people by putting them in groups that worked toward a common purpose. In a leadership role you also want knowledge on how to treat people. Mike Westoff was the Special Teams Coach for the Miami Dolphins and was in the hospital. In an article written for Success in 1995, he mentions that coach Don Shula came to visit him and during their conversation Coach Shula leaned into him and whispered "Listen, Mike, I need you in training camp in July on the field, ready to go. We're going all the way this year." Westoff stated that Shula treated him the way he could be not the way he was. Respect is not fear and awe; it [is] the ability to see a person as he is, to be aware of his unique individuality.