Despite the earnest efforts of many executives to win the so-called war for talent, employee mobility remains a fact of life. According to a recent survey, from the beginning of 2005 to the end of 2006, companies lost nearly 30% of their human capital.1 What are managers to do? The traditional solution has been to focus on strengthening employee-retention programs in order to curb worker turnover. But although such efforts might produce limited gains, they do not address the broader issues driving employee mobility. Instead, a more innovative approach is needed. Our research suggests that companies might benefit from developing new strategies that, instead of focusing on suppressing employee mobility, actively seek to exploit the potential opportunities it creates.2 (For an overview of our research, see “About the Research“) For such approaches to succeed, however, managers must rethink some of their basic assumptions about the “war for talent.”
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