Recruiting and retaining top-performing employees is a problem common to every company. The high level of competition for qualified employees creates an issue for companies in regard to managing employee turnover. Working for several companies during the lifetime of an employee’s career is no longer an unusual occurrence (“How Managing Employee Turnover Impacts the Bottom Line,” 2005). According to Goessl, (2009), “There are many benefits to retaining a good staff. Companies that can effectively hire strong candidates and keep them on staff add value to their business over the long run” (Staffing issues, para. 1). Employee turnover is very costly to an organization. Employees are a valuable resource and when a qualified employee leaves a company, the productivity, efficiency, and profits of that company will be affected. Calculations by retention/turnover experts that it costs a company 150% of an employee’s base salary to replace him or her. For example, it will cost $90,000 to replace a $60,000 a year employee when costs for recruiting, interviewing, training, and lost productivity are taken into consideration (“How Managing Employee Turnover Impacts the Bottom Line,” 2005). Although employee turnover can have a major impact on the financial bottom line of a company, the same could be said for keeping low-performing employees. Instead of merely retaining employees for the sake of keeping the turnover rate low, attention should also be given to the type of employee who is desirable for the company. Proper documentation of costs and savings produced by employee turnover can result in financial gains that supersede any losses incurred (Braun Consulting, 2005). The best way to manage turnover may not be just trying to keep it as low as possible. Perhaps the optimal approach to managing turnover is controlling it in a way that retains as many high-performing as possible while eliminating those employees who do not produce the levels of productivity consistent with business goals, strategies, and success (Braun Consulting, 2005). Braun Consulting. (2005). Looking at employee turnover. Retrieved from: http://www.braunconsulting.com/bcg/newsletters/summer2005/summer20055.html Goessl, L. (2009). Benefits of retaining a good staff. Helium. Retrieved from http://www.helium.com/items/1284415-benefits-of-retaining-a-good-staff-turnover-rate How Managing Employee Turnover Impacts the Bottom Line. (2005). Workforce Watch, 1 (31), Retrieved from: http://www.enewsbuilder.net/wcf/e_article000489495.cfm?x=b6WM9ch,b2p1lKWw,w