| With unemployment near zero, new studies show that only 25 percent of turnover is due to people simply becoming generally dissatisfied with their jobs. The real drivers of turnover — 75 percent — are major life surprises.
According to What’s Working in Human Resources, something happens that disrupts the normal patterns of employees’ work, forcing them to change something — and what they change is their job. The change happens suddenly and they decide to leave.
How management handles such situations depends on how the employee reacts to the shock. The following are the three common patterns of change:
Some follow a script. Many people develop contingency plans: “If I get admitted to school, I’ll do this,” or “If Joe becomes boss, I’ll do that ,” or if I don’t get a raise next month, I’ll look for another job.”
When the shock comes, it’s probably too late to intervene. Management must identify contingency planners early and add to their repertoire of scripts.
Include scripts that keep them with the company, such as saying “If I don’t earn that raise, I’ll get more training.”
Some reassess attachments. These people say, “If I didn’t get that raise, the company doesn’t value me.” They don’t consider alternatives
Management can often intervene by pointing out alternatives, especially ones that show appreciation. Give employees special training (just for them) or a very public pat on the back.
Some consider other options. Some people systematically analyze their options after a shock. These are the people you want to sit down with and rationally discuss options for them within the company. | 
