CEOs are consistently concerned about employee retention and reducing turnover. The author suggests a different approach by focusing on building companies employees wouldn't want to leave. High turnover is common in certain manufacturing sectors, leading companies to budget for churn. However, the author believes this is an avoidable problem. When developing automation strategies, employee turnover is examined first because it highlights broken work processes. Instead of asking what can be automated, the author advocates asking which jobs people are leaving. These are typically repetitive, physically demanding, and ergonomically difficult roles, not those requiring judgment or problem-solving.The author's approach to automation aims to eliminate undesirable tasks and elevate the value of remaining employees. When repetitive work is automated, employees can move into managerial roles, collaborate with robots, learn new software, and become troubleshooters or trainers. Employees can also volunteer for training to operate new automation systems, becoming cultural leaders and building careers. This process transforms automation projects into leadership development programs. Automation is viewed not just as a technology investment but as a significant people investment. Employees stay where they grow, are trusted with better tools, learn continuously, and see a future. Lasting loyalty is built when employees feel the company is investing in them. The companies that will succeed in reducing turnover will be innovators using technology to create safer, more meaningful work, fostering a culture where people choose to stay.