Start with these five checks.
- Freeze voluntary, regrettable and cohort definitions.
- Use hire cohorts and tenure-specific risk.
- Segment role, location, manager and critical skill.
- Combine exit evidence with workload and mobility.
- Check equity and privacy before any intervention.
Ask for only what can change the answer.
- Employment historyHire, role, manager and exit
- Cohort contextTenure, location and hiring period
- CompensationPay, promotion and equity changes
- WorkloadSchedule, overtime and absence
- FeedbackSurvey and exit themes
- OutcomeExit type, vacancy cost and rehiring
Test one reversible move.
Select one role and tenure band with a supported, controllable cause. Offer one reversible intervention—such as schedule choice, manager check-in or internal-mobility review—to an eligible cohort with a fair comparison group. Measure retention, performance and equity; stop if participation or outcomes create adverse disparity.
A decision your team can use.
- 01A cohort-correct turnover view
- 02Supported risk moments
- 03Retention economics
- 04A fair bounded validation
Common questions.
What turnover rate should be used?
State population, exit type and time basis; role and tenure cohorts are often more actionable than one company rate.
Can exit surveys prove the cause?
No. They provide evidence but may be incomplete or selected; combine them with operational history.
Should a model predict who will leave?
Only with clear purpose, privacy, bias evaluation and a beneficial action. Diagnosis may be possible without individual prediction.