Why 238 Employees Left — and How to Stop the Next 238

Case Study — People Analytics

HR attrition analysis across 1,480 employees, 9 job roles, and 3 departments — built end-to-end in Excel, Python, SQL, and Tableau.

Business Problem

TechCorp faces a 16.1% attrition rate — 238 of 1,480 employees left during the measured period — with a 30-day window to present retention interventions to the CHRO before the Q3 board meeting.

Basic issues

Overtime culture, below-market compensation for frontline roles, stalled career progression, and poor manager quality — four structural forces that compound the attrition problem and will not be fixed by a single HR initiative.

— what the data shows

The analysis identified two dominant drivers: overtime status (3× attrition multiplier) and income gap ($2,017/month between leavers and stayers). Together they explain the majority of attrition in Sales and HR.

Alternative solutions

Three options were evaluated — overtime reduction policy, targeted salary review for bottom-quartile earners, and a manager effectiveness programme — each with a quantified financial case and explicit pros and cons.

—Recommendation

A combined 90-day intervention: cap overtime by adding more headcount in Sales, and raise bottom-quartile salaries to the role median. Projected to reduce attrition from 16.1% to 12% and save $1.8M annually within 12 months.To control the problem monthly KPI dashboard with Trigger protocol were created : if attrition rises by more than 2 percentage points in any single month, an emergency session is convened within 5 business days.