We find why regretted attrition is happening — from exit data, manager quality and pay reality, not an engagement score — and hand the CHRO a plan that names the [3] managers and [2] policies driving most of it.
Annual surveys measure how safe people feel answering a survey. Regretted attrition almost always concentrates in a handful of teams — and the pattern is visible in data you already hold. [Add your own observation here.]
Talk it through, freeReplacement cost is usually taken as a fraction of annual salary — recruitment fee, notice overlap, ramp time and lost productivity. Move the sliders to see the order of magnitude for your own numbers.
Illustrative arithmetic using a replacement cost of [{{ multiplierLabel }}] of annual CTC. Real cost varies sharply by role, seniority and notice period. Not a forecast.
We are not a recruitment firm and place no candidates. Nothing we recommend earns us a placement fee.
[Why your best people leave, which teams it concentrates in, and what would actually have kept them.]
[Band integrity, internal equity and whether your pay philosophy survives contact with the market you lose people to.]
[Spans, layers and decision rights — so the structure stops being the reason good work is slow.]
[The [20]% of managers driving most of your attrition — and a programme built for them specifically, not a generic workshop.]
[What the data located — a manager cluster, a pay compression, a broken promotion path — and the action taken.]
[What the data located — and how much of the fix was policy rather than money.]
[What the data located — and how the redesign was done without a headcount reduction.]
Client names withheld under NDA. Figures are client-reported over the stated period and must be replaced with verified, permitted numbers before publishing.
“[A CHRO or CEO quote about a finding that named something uncomfortable — and the fact that people trusted the process enough to speak.]”
We earn nothing from any hire, exit or platform we recommend. GST extra as applicable.
[Explain what participants are told, the minimum-count reporting rule, and the one exception — statutory disclosures. Trust here is the whole engagement.]
[Say how it is escalated, to whom, and that the finding is reported as evidence rather than softened. Note what you require in the engagement letter to protect that.]
[Explain the difference between measuring sentiment continuously and diagnosing cause once — and where each belongs.]
[Pseudonymised extracts, storage and retention, deletion at close, and your position under [DPDP Act] as processor.]
[Answer honestly — sometimes pay is genuinely the cause, and you will say so. Explain how often it is manager quality or progression instead.]
[State the boundary — the manager programme option, and what stays with your HR team.]
Bring your attrition numbers or just the team you are worried about. You will get a view on where the cause is likely to sit and whether a diagnostic is warranted.