Built to leave: how human resource management gaps shape early-career turnover intentions in college athletics

Purpose The purpose of this study is to critically examine the hiring and work practices of early-career athletic employees through a human resource management perspective. Design/methodology/approach We used a critical phenomenological approach to conduct semi-structured qualitative interviews with fourteen early-career college athletic employees. Findings Our findings suggest that early-career athletic employees experience limited organizational socialization practices. Our participants discussed dysfunctional hiring practices, insufficient onboarding, inadequate development and leadership and a culture of replaceability in their roles, which could be an explanation why for every participant discussed their turnover intentions. Originality/value Early-career athletic employees represent a significant portion of the sport industry workforce. Our findings offer insights into how early-career employees navigate and experience their first full-time roles in sport. Understanding their experiences is critical for developing sustainable HRM practices that retain talent and strengthen the long-term health of sport organizations.