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CIPD Level 55HR02AC 3.1

Push and Pull Factors in Turnover Decisions

5HR02Talent management and workforce planning

This CIPD Level 5 video explores push and pull factors in turnover decisions as part of unit 5HR02 Talent Management and Workforce Planning, directly addressing assessment criteria AC 3.1 on factors influencing why people choose to leave or remain in organisations. The video examines the distinctions between voluntary and involuntary turnover, alongside avoidable and unavoidable turnover, helping you understand both negative push factors that drive employees away and positive pull factors that attract them elsewhere. By mastering these concepts, you'll develop the analytical skills needed to assess organisational retention strategies and implement effective talent management practices required for CIPD success.

What this video covers

Covering Assessment Criterion 3.1 of 5HR02, this video examines the distinction between push and pull factors as a framework for understanding why employees choose to leave an organisation. Push factors — internal drivers such as poor management, inadequate compensation, limited career progression, poor work-life balance, lack of recognition, and organisational instability — are treated as distinct from pull factors, which include external attractors such as competitor compensation packages, employer brand, career advancement opportunities, and geographic considerations. The video situates this framework within voluntary turnover decisions, where employee agency and perception shape departure behaviour.

A notable focus throughout is the relationship between the two categories of factor rather than their individual properties. The video addresses how push factors generate dissatisfaction that increases an employee's receptivity to pull factors they might otherwise disregard, and considers what this dynamic means for designing retention strategies. Specific mechanisms discussed include the role of perceived internal equity in compensation decisions, the compounding effect of multiple dissatisfiers acting together, and the particular vulnerability of high-potential employees to external recruitment approaches when progression appears blocked internally.

The video also covers the practical implications of this framework for people professionals, including the use of exit interviews and engagement surveys to identify which push factors are most active within a workforce. The argument that pull factors cannot realistically be eliminated — but that minimising push factors reduces employee susceptibility to them — runs through this section, connecting the theoretical distinction between avoidable and unavoidable turnover to targeted retention activity. The accelerating influence of flexible working expectations following the COVID-19 pandemic is referenced as a concrete example of how push factors shift over time.

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Assessment Criteria 3.1

Discuss factors that influence why people choose to leave or remain in organisations.

Indicative Content

Differences between voluntary and involuntary turnover; differences between avoidable and unavoidable turnover; push and pull factors.

What You'll Learn

Video covering: Push and Pull Factors in Turnover Decisions

About 5HR02Talent management and workforce planning

CIPD Level 5
5HR02
Learning Outcome 3

This unit focuses on the impact of effective workforce planning in considering the development of diverse talent pools and how to contract and onboard the workforce. It also includes analysis of the potential cost to the organisation if this is poorly managed and the tools and interventions required to mitigate this risk.

View all 5HR02 assessment criteria

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