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he managers and their CEOs. We must thus conduct extensive research and collect data on the relationships that our site managers share with the manager of operations, Tyrone Williams. We need this in order to know whether a good percentage of them leave because of poor hierarchical relationships. We will be required to benchmark HCLC's managerial turnover rates both externally and internally. Reasons as to why these managers leave should be analyzed through post exit surveys, exit interviews and managerial satisfaction surveys. Costs and benefits of our managerial turnover should be conducted. Cost categories should be known in terms of separation, training and replacement and all the financial non-financial costs estimated. We must weigh the benefits associated with our managerial turnover costs. This is the kind of information that will assist us to design retention strategies and tactics. The development needs (needs assessment) of managers should be identified regularly.

3. What are the costs of this turnover? Might there be any benefits?

There are many cots associated with the managerial turnover. One of them is separation costs. Separation costs can be in form of either financial or non financial. This can be in form of early retirement package, voluntary severance package, involuntary severance package; contract buyouts for fulfillment of guarantees, higher unemployment insurance premiums, change in control, loss of critical employees, other employees leave (contagion), increased level of job insecurity and difficulty to attract any other new employees. There will be time, material, severance, performance and revenue and legal costs that will come forth as a result. Human costs like the ones of relationships that are frayed, losses of critical talents. Decline in individual performance for those left coupled with discipline that may be disruptive for HCLC. There will be disruption in social and communication patterns. Production levels will go down in such a case. Levels of service offered to HCLC customers may go down coupled with negative effects on experience and value. Several intangible costs will be experienced which will include transaction costs. These are costs associated with quality loss, loss of decision making and business acumen loss and hiatus in organizational leadership. Replacement for the vacant posts left by these managers prompts use of advertisement. Placing adverts adds to the operational costs which consequently impacts on the profits margin. This means that if this is not addressed to curb the high levels of turnover, a significant percentage of the profit may go towards replacement costs instead of furthering the business operations. Human resources will spend a lot of time interviewing and selecting other managers (Wilkinson, 2005). Apart from the costs of interviewing and selecting new managers, HCLC HR will have to incur extra costs of time and resources in training the new site manager recruits. Sometimes it calls for the management to use agencies in recruitment. Some of them will demand a lot of money in terms of compensation. Generally, the whole process of replacing managers is very costly.

From another perspective, the turnover may improve HCLC's performance. Some of these managers may be poor performing employees. This means that we will be left with only those employees who are performing excellently and ardent on their work. Since shared values are