The implications of extensive organizational turnover and the subsequent challenge of retaining child welfare social workers have been highlighted as problematic in Sweden. For that reason, child welfare social workers experiences of organizational turnover in their work life and subsequent intentions to remain in or leave the job are explored. This dissertation comprises of qualitative semi-structured interviews with eight (8) child welfare social workers working in different municipalities across Sweden. Collegial social support, making a difference in children’s lives, regular supervision, salary and several organizational incentives such as flexitime, wellness allowance implemented by the organization appeared as factors for child welfare social workers’intention to stay. Discernment of irregular supervision, not being able to make a difference; as a result of the crisis nature of the job, lack of time caused by high caseload, access to crucial resources and management prioritizing financial gain rather than children’s needs, physical (e.g., high blood pressure) and emotional health (e.g.,emotional exhaustion), and lack of salary proportional to their task are factors for their intention to leave. Negative impacts on novice practitioners (e.g., lack of proper induction), caseload size impacting investigation processing time frame negatively, diminished quality (e.g., mismatched interventions), and being directly or indirectly coerced to take cases were perceived as implications of extensive organizationalturnover.