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员工离职的原因可能是不同的。每一个组织管理人员都应该关注它，因为有价值的员工可能会失去它的活动。关注网站管理者的损失因为他们可能是由于对工作的不满，离开组织。适当的应进行研究，以便它可以建立的原因是这些员工离开HCLC。虽然这个营业额是四分之一的经理存在于组织中，确定，跟踪和记录的原因，为什么经理离开，必须关注，以便这可用于未来的测量和分析营业额。每个经理的退出必须总是被归类为“瘦身”，在年底或自愿退出，放电，离职率的计算成为可能。他们可能会离开HCLC因为有低动机。在所提供的高效液相色谱比较外部条件会是这个营业额的另一个起作用的因素。因此，它应该被分析，这样我们就可以知道什么是经理们去那里在市场上，我们不提供。除非我们对此感到担忧，否则我们将错过机会留住那些将来可能成为高质量工人的经理。如果我们现在不解决这个问题，可能会有更高的营业额。这甚至可能玷污我们的组织的形象，使合同甚至可能成为一个问题。这是因为未来总是会联想到不稳定。

Managerial Turnover: A Problem? Retention: Deciding to Act 管理层流失：一个问题？保留：决定采取行动
1. Is the loss of 30 managers out of 120 in one year cause for concern?
Employees' turnover can be caused by different reasons. Every organization management should be concerned about it as employees with value may be lost in its event. HCLC should be concerned about the loss of 30 site managers because they may be leaving the organization due to job dissatisfaction. Proper research should be conducted so that it can be established the reason why these employees are leaving HCLC. Though this turnover is a quarter of the managers present in the organization, ascertaining, tracking and recording of reasons as to why managers are leaving must be a concern so that this can be used in future to measure and analyze turnover. Each manager exit must always be classified as either downsizing, discharge or voluntary exit so that in the end, the calculation of turnover rates becomes possible (Heneman, 2009). They may be leaving HCLC because there is low motivation. External conditions in comparison to what is offered in HCLC may be another contributory factor to this turnover. It should thus be analyzed so that we can know what is that managers are going for out there in the market that we are not offering. Unless we become concerned about this, we may miss the opportunity to retain some of those managers who may have become quality workers in future. An even higher turnover may be experienced if we don't address the issue at the present. This may even taint the image of our organization such that even securing contracts may become a problem. This is because prospective will always associate HCLC with instability of tenure.

Several costs accrue as a result of turnover. HCLC may experience several challenges and risks due to time, legal, performance, revenue, severance and material costs if the trend will persist to the future. Those managers who are leaving may even leave with other employees where the resultant effect will be decline in performance, talent losses, and disruptive discipline. Later, we may be unable to locate, attract or hire high quality managers able to help the organization achieve its strategic objectives.

2. What additional data should we try to gather to learn more about our managerial turnover?

The kind of organizations and their work environment those who leave HCLC join proves to be very relevant in understanding our current problem. There may be something that they are pursuing in those organizations that we are not offering. This may be attractive packages offered by our competitors and thus we may end up recommending for pay rises. All managers should be listed down with the main reason as to why they left HCLC so that we can analyze the major causes of managerial turnover. It's said that most of the times employees in any organization will quit their bosses but not their jobs (CSL solutions, 2009). This is because of the relationships that exist between t