Members of Generation Y (those born between 1977 and 1995) have been characterized as creative, innovative, self-confident, highly educated, and educationally minded. They like to share what they've learned in small groups and are dissatisfied with workplaces that are technologically inferior. They have a strong moral drive to make a difference in society. Because members of Gen Y are accustomed to positive reinforcement, they desire constant feedback and want to be rewarded when they do things well. They prefer to "text" with their thumbs rather than with their pointer finger, and they do not see any career as a lifelong pursuit. Little empirical evidence to support these claims exists, yet considering how critical this generation is to the workforce in general and to the teaching profession in particular--Gen Y teachers currently make up more than 18 percent of the teaching force, doubling in proportion in just the last four years--keen attention must be paid to Gen Y teachers' needs and preferences to ensure that the most effective Gen Y teachers continue to teach for more than just a few years. Retaining Gen Y teachers is a concern because in 2004-05, turnover among public school teachers under age 30 was 44 percent higher than the average teacher turnover rate (which includes retirees). The loss that this teacher attrition and mobility represents in terms of human and financial capital is staggering (see Barnes, Crowe, & Schaefer , 2007; Milanowski & Odden, 2007). To gain a better understanding of why this may be occurring and what human resources practices may stem the loss, researchers from Learning Point Associates and Public Agenda partnered together with the support of The Joyce Foundation and the Bill & Melinda Gates Foundation to conduct the Retaining Teacher Talent study. This report describes some of the most telling findings from this work. The six key findings in this report indicate that supporting teacher effectiveness will have a profound impact on teacher retention for Gen Y teachers as well as their colleagues. (Contains 17 figures and 11 footnotes.)