Undergraduate admissions offices are tasked with recruiting, admitting, and yielding students for their respective institutions, a process that impacts the current student body and ultimately, the alumni of a given school. At selective undergraduate institutions, job responsibilities for admissions officers can include traveling to meet prospective students, reading thousands of applications, and hosting on-campus events throughout each year. However, these components of the role, along with the relatively low compensation and long work hours, lead to admissions jobs anecdotally being considered as having high levels of turnover among early career staff relative to other functional areas in higher education. Such turnover leads not only to financial costs for a college, but also to the loss of institutional experience, as well as the potential for emotional exhaustion for other employees. This qualitative research study explored the phenomenon of admissions turnover from the perspectives of 20 current and 15 former early career admissions officers from selective higher education institutions, looking to identify and explore the factors that contribute to turnover or turnover intentions among such professionals. The study revealed factors that concentrated around themes of connection and community, as well as advancement and professional development, with both current and former admissions professionals highlighting many intersectional factors. These factors included the critical role of supervisors, access to onboarding training and ongoing professional development, compensation and advancement opportunities, and work-life balance. Given these findings, admissions leaders are encouraged to consider creating intentional onboarding and training pathways for early career admissions officers, fostering strong organizational community to encourage connection to admissions work, and establishing intentional supervisory structures to promote support networks and provide ongoing feedback for staff. Other recommendations include reevaluating compensation structures within a set of roles and an office, designing ongoing professional development opportunities within and beyond the admissions office for all staff, and highlighting clear organizational policies around advancement pipelines. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]