Over the years, HR jargon on employee separation has moved from "Reducing Attrition" to "Managing Attrition". There is a subtle but sure difference between the two. Managing attrition accepts that attrition is not just unavoidable but that it is also in many way an essential part of creating the organisation pyramid. It is being increasing recognized that not all attrition is either bad or controllable.

Therefore it is important to be able to therefore identify which attrition is "regrettable" and which is controllable.

Regrettable attrition in simple terms is the loss of good people defined both in terms of their performance as well as potential. Obviously such people would have been an asset to the organisation today as well as in times to come. Understanding and measuring regrettable attrition is the first step in controlling it. This requires a capability in the organisation to map its people across the Performance-Potential matrix and identify which are the people that need to be nurtured and retained.

Controllable attrition on the other hands deals with the degree of control an organisation has or potentially could have, on the reasons leading to the departure of an employee. This has a direct bearing on the retention strategy. Every so often fairly engaged employees will quit and go. They go not because they want to but because they have to. Relocation triggered by the spouse's career moves, family needs that require time off work or move to another town/country are all examples of personal reasons why employees leave even when they may not want to. These are personal uncontrollable reasons. Another set of issues that may cause a similar outcome would be organizational but also uncontrollable. Re-location or closing of business divisions or plants and offices often cause people to leave.

But there are a host of "controllable" or avoidable reasons too that can be understood and proactively addressed to prevent such attrition.

Managing attrition therefore requires that we first identify our regret list i.e. people whom we would never want to lose. The next step would be to analyze the reasons for which people leave especially those gathered from past regretted exits. Knowing these two should help formulate an actionable strategy to minimize regretted attrition.