If you’re looking at attrition reports and exit interviews to find the solution to high turnover, it’s already too late. Attrition isn’t the disease — it’s just one symptom of a bigger problem.
People leave companies for a lot of reasons. Of course, you can’t control the pull of the market, like when competitors offer higher pay. But you can control internal factors. Workplace culture, for instance, can go a long way toward convincing good employees to stick around. That’s why focusing on employee satisfaction (ESAT, for short) provides better results than focusing on attrition itself.
The costs of attrition due to low ESAT are measurable. Training time, time for a new employee to reach full productivity levels, lost domain knowledge from the former worker, and drained employee morale from the staff disruption — each carries a price. When all is said and done, that amount tends to be equivalent to between six and nine months’ worth of salary. The more integral the lost employee, the higher the cost climbs.