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will depend on a number of factors. In the first place, we have to develop judgments on whether the ideas we have generated are feasible in terms of implementation. If there is no positive signs of implementation, decisions to proceed should not be taken. However, in this case WWW has got no option but to proceed since there is no way we can allow all these employees to be leaving our organization. Deciding not to proceed will result in creation of a negative corporate image for Wally considering there are several competitors who will take this advantage. We should develop programs that we know will be easy to implement so that it won't hinder us from proceeding. We will have made the judgments about the probability of success (Association of College and Research Libraries, 2002). Proceeding will be possible since we already have set our turnover goals that are targeted at several work units and groups. All managers have been given the accountability for turnover in their departments. Where turnover goals have been set, it will be known what is expected of us in the organization as we embark on the exercise to curb more turnovers for attendants and customer-service specialists. We need to have a time framework that is meaningful. We may think that the strategy is feasible, a probable success and can thus be implemented but we have to understand that a retention program may not have to be launched immediately. There are however no signs in the labor markets that turnover problems will loose urgency. It shows that this level will probably increase in the coming years. There are no indications that high turnover may reduce just after Wally has developed retention initiative programs. Our retention initiatives may be costly but this does not guarantee us to take the decision not to proceed.

5. How should we evaluate the initiatives?

Several criteria will be used to evaluate the set retention initiatives. There is turnover that is said to be voluntary. Since this is created by the conditions which are mostly within the organization, it is easy to avoid it. We can thus evaluate our retention initiatives by looking at the levels of turnover that is avoidable. Just in case it is in low levels, we will be able to understand that our initiatives will probably work effectively. We should evaluate our initiatives by looking at whether the turnover is decreasing or it's low when compared to our benchmarks. We should have benchmarks that we can compare our turnover with the initiatives so that the necessary course of action can be taken. There are cases where retention complains are experienced. Initiatives must be evaluated by the use of data on whether there were few or even no complains about problems of retention. We were making the decision on whether to take turnover as a concern for the organization by looking at the level of turnover and the caliber of employees who are leaving. Initiatives in this case should therefore be evaluated by use of information on whether we have fewer number of high value employees who are leaving Wally (Heneman and Judge, 2009). In the same point, the comparison of costs to benefits associated with turnover was used to determine whether turnover should be taken as a concern. Any outweighing of benefits by the costs will call for the organization to adopt programs to retain its employees. For evaluation of initiatives, we will be required to indicate whether the costs of turnover are l