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At the twelfth edition of the ASSET-H&C Get Together series, held on July 17, 2025, our members schools gathered for an interesting conversation confronting a challenge many institutions share: staff turnover. Under the theme “The Social Business Paradox: Staff Turnover Under the Microscope”, the session has unpacked the root causes of high turnover rates and explored collaborative solutions. 

Unpacking the Roots and Branches of Turnover 

The session kicked off with a lively warm-up before diving into a problem-tree analysis. Participants identified root causes such as: 

• Low salary and benefits for staff 

• Underskilled managers lacking interpersonal and leadership capacity 

• Limited career advancement opportunities 

• Mismatched values between staff and organizational mission 

• Ineffective communication and lack of staff voice 

• Constraints from donor expectations limiting salary flexibility 

These challenges often culminate in significant organizational consequences: reduced productivity, loss of skilled personnel, lowered morale, and even reputational harm. At the same time, participants acknowledged that turnover, when managed well, can create opportunities for internal growth and renewal.  

A Closer Look: Cross-Country Insights 

Discussions illuminated how context shapes compensation and retention. For instance: 

• In Australia, governments enforce entry-level salary minimums in hospitality. 

• In Cambodia, NGOs face the dual pressure of offering competitive wages while adhering to donor-imposed limits on administrative costs. 

• Across the network, staff often compare benefits across sectors and regions, influencing perceptions of fairness and decisions to leave. 

One standout reflection from one member school shared how simplifying compensation structures—shifting focus from complex benefits to transparent basic salaries—helped improve retention and morale.  

Matrix Mapping: Prioritizing What Matters 

A central activity involved mapping issues onto a matrix, categorizing challenges by resource intensity and organizational impact. Key high-impact areas included: 

• Leadership and interpersonal skills of direct managers 

• Career development pathways 

• Communication between managers and staff 

• Manage staff’s motivations through basic needs, treatment, and inspiring stories 

• Alignment between staff values and the organization’s mission 

The matrix provided a strategic lens for schools to prioritize future actions and inspired a commitment to co-develop tailored solutions at upcoming GetTogethers. 

From Dialogue to Action: Agreed Next Steps 

The session concluded with a few clear recommendations: 

• Salary restructuring: Focus on improving basic pay rather than offering complex benefit schemes. 

• Career development: Build transparent promotion pathways and support systems for internal mobility. 

• Knowledge continuity: Develop shadow mechanisms and standardize file organization to ensure smooth transitions when staff leave. 

• Manager training: Invest in interpersonal skills and leadership development for line managers. 

• Staff engagement: Conduct regular surveys and exit interviews to understand needs and prevent silent disengagement. 

“Turnover is not always bad—it’s how we respond to it that matters,” one participant shared. That message echoed throughout Get Together #12. As ASSET-H&C members continue to build sustainable, mission-driven institutions, this gathering was a vital checkpoint—reminding us that strong organizations begin with strong people. 

Join the Movement: 

If this recap sparks your interest, or if you seek to integrate similar practices in your institution, don’t hesitate to reach out or join our future Get Togethers. Together, we can achieve more and pave the way for a sustainable future. 

Contact for further details or resources: via ASSET-H&C fanpage or email at asset@iecd.org. 

Alone, we go faster. Together, we go further!”