You have identified the flight risk employees in your organization. Those employees who might be looking for a job change or started thinking about it. The next logical question is what you should do when someone you manage is exhibiting these behaviors. And if you yourself if looking for another job, how you should think about them. They create the most value and are actually at risk of leaving. Thinking of the turnover risk of these specific employees allows you to invest your time and resources into them.
You may want to find short-term interventions to keep star employees. Organizations handle a turnover problem with large-scale interventions. Interventions targeted to improve departmental commitment, job satisfaction, and job engagement need time. These strategies take time to design and put in place.
There are many ways to invest in employees you fear may be looking. Some common ways like pay increases, promotions, special projects, might work. You can use stay interviews. Instead of conducting exit interviews to learn what caused employees to quit. Holding regular one-on-one interviews with current high-performing employees can help you learn what keeps them working in your organization. Ask them what you could change to keep them from straying. What motivates people to engage, care, and want to stick around and stay a part of the team? Offer valuable learning opportunities. Employees who are highly engaged in learning are like to be more engaged at work. You should be helping your employees to grow and expand, not get better at what they already do. Cross-training programs so employees have a broad skill set, not a narrow set limited to their specific job. Mentorship programs that encourage mentees to become mentors.
This is a time when the generation wants every aspect of their lives to be part of a solution instead of a problem. Support causes that your employees value, issues such as environment, education, or equality. Create opportunities for team building. Wherever possible also extend engagements involving their families.
Sometimes it is not possible to retain all employees even if they are important to your organizations’ growth. There could be limitations in what the organization could offer them to make them stay. Or they might be looking for something completely different from what you do or where you operate from. You have to decide who you can retain and what your actions would be.
Employee engagement is always lower in remote employees than office-based staff. This sense of detachment makes them more of a flight risk. When engaging remote employees, it’s hard to give them a sense of your office vibe. 
While managing turnover keep in mind that everyone leaves. But you may want to be able to control the “when”. The next time you have an inkling about whether someone is about to leave, know that you may be onto something. Intervene before it is late. 

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