When I stepped into the role of General Manager of HR at Toyota PNG, I inherited a tough challenge: staff turnover was exceeding 20% across a workforce of more than 1,000 people. Even more concerning — no one could clearly explain why people were leaving. Without insights into the root causes, there was no direction for targeted action or meaningful cultural change.
The Situation
Company-wide attrition
Initial turnover tracking was narrow, focused only on service technicians. Once we broadened the scope to include the entire workforce, the real story emerged — company-wide attrition was significantly higher than anyone had realised.
There was no segmentation of data by voluntary vs. involuntary exits, no demographic breakdowns, and no clear link between retention and the business’s bottom line. This lack of visibility created confusion, reactive decision-making, and a sense of helplessness within the HR function.
The Approach
Unifying vision
We reframed the mission. Reducing turnover wasn't just an HR problem — it was a business imperative. We aligned our strategy to outcomes that mattered: customer service quality, operational stability, and long-term workforce satisfaction.
Key actions included:
Redefining purpose: We built a unifying vision within HR, centred on the business value of workforce stability.
Empowering the HR team: Team members were supported to build stronger, collaborative relationships with key internal stakeholders — especially those in roles that directly impacted day-to-day employee experience.
Sharpening the data: We introduced detailed tracking of turnover trends across different employment groups and demographics, visualised in real-time dashboards and trend reports.
Driving communication and recognition: A quarterly staff magazine celebrated milestones, recognised performance, and showcased the company’s community contributions, reinforcing pride and purpose.
The Outcome
Empowered Human Resources
Turnover dropped from over 20% to 7.5% — more than 50% below the national average.
Staff attendance climbed to 86% across the fiscal year, reflecting greater satisfaction and engagement.
Employee satisfaction surged, supported by clearer purpose, better data, and more responsive leadership.
Why This Matters for Your Business
Empowering change
This experience speaks directly to the challenges faced by mid-level and senior leaders grappling with cultural transformation. By focusing on visibility, communication, and strategic alignment, coaching can equip HR and business leaders with the tools to shift workforce behaviour — not by enforcing change, but by empowering it.
