Employee Experience & Organizational Health· CASE STUDY
Production attrition rose 40 % after a reorganisation. The cause was not pay.
Twelve months after a reorganisation, attrition rose sharply in two plants. The engagement survey looked stable and exit interviews mostly cited “better offers”. Leadership planned a 6 % pay increase.
1420 conversations revealed a different pattern: the new structure had removed decision rights from shift leads. Experienced staff felt bypassed because problems could no longer be solved on the floor.
Instead of a blanket pay rise, decision rights were restored to shift leads and a weekly problem-solving format was introduced.
Within six months attrition fell back to pre-reorganisation levels. The planned pay round was delivered in a far smaller, targeted form.
We would have spent money on the wrong problem.
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