And the training costs might include time and personal costs spent during the new physician's orientation. All these expenses are related to the training in the organization's electronic medical record system and the time spent in understanding the organization's policies and procedures (Fibuch, & Ahmed, 2015).
2.2. Marginal Attitudinal Issues.
The interference of the firm performance caused by core staff turnover mainly can be showed in two aspects: on the one hand, before they leave, many unsatisfied workers can antagonize customer, client and community relations (O'Connell, & Mei-Chuan, 2007). On the other hand, those people who do not fit into an organization spend a large amount of time disrupting the morale of the remaining personnel. Tracey and Hinkin(2008) observed that in the hospitality industries, for instance, employees who were planning on demission might not be motivated to take charge at adequate levels, and the new staff shall take time to acquire the knowledge and skills so as to be proficient in their essential duties and responsibilities.
2.3. Potential Impact.
Replacement cost and marginal attitudinal issues estimate fail to cover the total impact of turnover on an organization. If core employees who possess strong leadership and influence leave their companies, they will be likely to take away many excellent subordinates. Therefore, it even gives the enterprise a deathblow, and leads it to bankruptcy. The key employee may start a business in the same field and even jump to one of his employer' rivals' when he leaves the company.
Solutions.
Hiring appropriate people for the job is critical for a manager. But Simply improving the selection process is not a cure-all for reducing turnover (James, & Mathew, 2012). Talent retention is a complex and multistage process.
3.1. Compensation.
When asked the reason they resign, they often say they are dissatisfied with their pays. It is important for the company to develop a competitive compensation system to attract, maintain and motivate talents.