Published 2026-09-21 — Updated on 2026-09-24

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Artículo

Strategic Indicators for Employee Turnover Management with a Gender Perspective

DOI: https://doi.org/10.22490/25392786.11819
María del Pilar Jara Vargas Institución Universitaria Antonio José Camacho image/svg+xml
Yaneth Díaz Campo Institución Universitaria Antonio José Camacho image/svg+xml
Erika María Martínez Serna Institución Universitaria Antonio José Camacho image/svg+xml

Introduction: Employee turnover represents one of the main challenges for strategic human talent management, particularly when its causes and effects display gender-based differences. In this context, the study analyzes turnover dynamics in a service organization from the gender equality perspective established by Sustainable Development Goal 5 (SDG 5). Methodology: The research employed a mixed-methods approach with a descriptive-exploratory scope. Specialized literature analysis was combined with a descriptive human talent analytics exercise using Power BI. The empirical analysis included data from sixty former employees, considering variables such as gender, functional area, employment type, performance evaluation, and reasons for departure. Results: Findings indicate that organizational restructuring, workplace climate, and labor market competition account for most employee exits. Differences were also identified between women and men regarding turnover motives and tenure, together with a significant loss of medium- and high-performing talent. Conclusions: The study proposes a set of gender indicators that can be integrated into management systems to strengthen strategic decision-making in human talent management and support gender equality and organizational sustainability objectives.

keywords: human talent analytics, employee turnover, gender equity, management indicators, SDG 5
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How to Cite

Jara Vargas, M. del P., Díaz Campo, Y., & Martínez Serna, E. M. (2026). Strategic Indicators for Employee Turnover Management with a Gender Perspective. Revista Estrategia Organizacional, 15(2). https://doi.org/10.22490/25392786.11819 (Original work published 2026)
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