Retention 2 - effective methods - In the second of our series on managing staff retention, we provide information on the impact of labour turnover on employers' activities and examine the retention strategies they are developing to combat this attrition. Based on an analysis of almost 50 organisations' practices, from a broad cross-section of the economy - and amplified by a series of parallel, in-depth case studies we find that many have come to realise that the causes of high tabour turnover are often complex in origin - and, therefore, require similarly sophisticated responses. Some employers are targeting specific groups, while others are applying their remedies to the workforce as a whole. But, whatever the focus, employers' retention tactics are often complex and multistranded. Despite scepticism that "throwing money at the problem" is not necessarily a wise, or effective, tactic in the long term, most organisations are taking some pay-related steps to retain certain key staff. Related to this, many are also changing their benefits provision. Slightly more prevalent, though, are measures that employers are taking to help employees balance their caring and social commitments with the demands of work. Aside from reward, many organisations are attempting to strengthen the psychological bond with staff by improving induction, offering personal development and-or enriching jobs through extra responsibility or secondments.