This examination of turnover among college data processing personnel begins by defining "turnover" and discussing the negative consequences of excessive turnover in terms of retraining costs and reduced staff morale. It then considers seven major causes of turnover: (1) the low supply of and high demand for data processing personnel; (2) the inability of colleges to offer competitive salaries; (3) inattention to "hygiene factors," such as interpersonal relations, status, and working conditions; (4) dissatisfaction with job content; (5) poor supervision; (6) the increased willingness of the "new breed" of worker to leave the job if it interferes with his/her personal life; and (7) miscellaneous reasons, such as extended illness, over which the organization has no control. Rates of"acceptable" turnover are then discussed. Based on a 1979 survey of 289 data processing organizations, this discussion indicates that an annual 20% turnover rate should be accepted, because while necessitating standardization and training efforts, it will also prevent organizational stagnation. The report then outlines efforts undertaken by Miami-Dade Community College (FL) to reduce excessive turnover: enhancing communication; providing competency-based job structures; promoting job enrichment; improving physical working conditions; devising fair work assignments; and recognizing individual efforts. Finally, general principles for staff retention are enumerated. (JP)