Workforce intelligence
What should employers measure before trying to reduce turnover?
Start with a clear question, not a crowded dashboard. A useful baseline helps distinguish the size of the issue from the places it is concentrated.
MADE WORK · Practical guidance
Define what you are counting
Agree on the period, population, and departure types. Keep voluntary departures distinct from other exits where the data allows it. A turnover rate needs a consistent denominator, commonly average headcount for the period. Record the definition so later comparisons mean the same thing.
Look beyond the overall rate
Examine tenure, role, site, and shift where the records are reliable and groups are large enough to protect confidentiality. Pair rates with counts: a large change in a small team may reflect only a few departures. Avoid comparisons that mix different time periods or operating conditions.
Add context before choosing an intervention
Review hiring changes, schedule changes, manager transitions, and existing feedback. Patterns tell you where to ask questions; they do not prove a cause. Use employee listening to test possible explanations, and note what remains unknown.
Choose a focused baseline
Select a small set of measures tied to the question—for example voluntary turnover, early-tenure retention, and a relevant employee-experience measure. Identify the source, owner, review rhythm, and limitations for each. Set targets only after understanding the baseline and operating context.
Every workforce is different. Use this guidance to frame your investigation, adapt it to your operating context, and seek appropriate professional advice where needed.
Explore the MADE WORK approach →