That's how intensely underrated retention is for a lot of companies, and how costly it can be when retention isn't seriously looked into.
I recently interviewed with Stripe for a leadership position and was asked about some of my most impactful contributions with my previous employer. I described several anti patterns that I identified with the development process that would lead to burnout and turnover, then I described the changes I put in place to prevent this outcome. Things like sprint retrospectives, tracking technical debt, prioritizing automation, clearly defining tasks before starting development, validating progress with the various stakeholders, upskilling and managing the career development of engineers, and a host of other QoL improvements to smooth out the development process for everyone involved.
It was immediately obvious that this was a dud in the eyes of my interviewers. Eyes glazed over almost instantly once I started talking about preventing burnout. And I can read a room, so I could have easily switched topics until I found something that received a positive response, but I was so shocked at the response that I doubled down. Needless to say that I did not make it to the next round. But in my view that's a true negative for both of us, because I can't work at a place that doesn't value their employees enough to design a healthy workplace for them to operate in.
Didn't realize there was a name/term for it, but it makes a lot of sense.
He told me that when he told HR "I hope I will come back some day", HR replied: "until I'm head of HR, no one that leaves will ever be considered again".