Initial turnover tracking was narrow, focused only on a single business unit. 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.
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: Built a unifying vision within HR centred on the business value of workforce stability.
Empowering the HR team: Encouraged stronger, collaborative relationships with key internal stakeholders — especially those in roles that directly shaped day-to-day employee experience.
Sharpening the data: Introduced detailed tracking of turnover trends across employment groups and demographics, visualised in real-time dashboards and trend reports.
Driving communication and recognition: Launched a quarterly staff magazine to celebrate milestones, recognise performance, and showcase community contributions — reinforcing pride and purpose.
