Now that 1998 bonuses have been distributed, Innovations, Inc. is experiencing a mass exodus of talented people from the organization. During their exit interviews, departing employees report they are leaving for better pay, and greater opportunity within competitive organizations.

• Who is leaving the organization? Long service employees? Certain departments? Certain job functions? Certain genders? Ages? Races? Ethnicities?
• How does the organization handle the terminations? Does it attempt to counter the offer? With what? Money? Title? Desirable projects? How do people respond to the counter offers?
• Is management's response to the resignations strictly financial? Does it assume the problem is financial and seek to raise the compensation of employees who stay with the organization? Does that approach work?
• Are exit interviews designed to probe for the real reasons behind the surface ones employees often give when they leave organizations?
• What follow up is designed to probe areas of dissatisfaction cited as reasons for leaving?
• What's going on competitively in the employment market? Are jobs more plentiful? Is there increased competition for talent? Are the salary, benefits, and opportunities of this organization competitive?
• What innovative retention strategies is the organization employing? Are alternative work schedules and arrangements being offered? Flex Time? Job Sharing? Telecommuting?
• What practices does the organization have in place for the consistent monitoring of employee satisfaction levels?
• How does the organization address areas of employee concern?