Many (if not most) organizations now have a serious problem with the retention of valued employees. Reasons vary as to why they leave. In this volume, Branham offers several reasons which he believes to be “hidden” subtle signs of discontent which are seldom recognized “before it’s too late.” Estimates vary as to the average cost of losing a valued employee. Perhaps it cannot be accurately calculated but the fact remains that it is substantial and, more often than not, the loss and consequent cost of replacement can be avoided if supervisors develop a different mindset. “This means that no manager can afford to maintain outmoded attitudes about turnover, especially when it is regrettable and preventable.” Branham goes on to suggest, “Competitive managers will need to adopt a new mindset: that every voluntary avoidable employee departure is a disappointment to be analyzed, learned from, and corrected.”

Based on the rigorous and extensive research he conducted, Branham focuses on seven reasons why most employees leave. None is a “secret” actually. For example, stress from overwork and work-life imbalance. Those who conduct exit interviews would probably identify all or most of the seven as being frequently cited by those with whom they meet. Branham offers a number of excellent suggestions as to how to address these reasons to improve relationships with those employees who remain. An increased understanding of what is most important to employees can also be of substantial benefit to recruiting and interviewing candidates for positions. However, many managers may not be aware of–or fully understand–other issues which may be subtle but nonetheless significant. What Branham has to say about these issues will be, for most readers, the most valuable material in the book. They are best revealed in context, within the narrative, but the fact remains that managers must be both willing and able to recognize various “early warning signs” of discontent and then respond appropriately to them.