Predicting and preventing turnover at a leading pharmaceutical manufacturer

The ask

Attrition was rising and exit interviews explained it too late. The HR director commissioned research to identify which factors drive motivation, burnout, and the decision to leave — specifically enough to act on.

Approach

• Company-wide quantitative survey covering motivation structure, burnout indicators, and turnover intention.
• Depth interviews with employees across functions and tenure bands to interpret the quantitative patterns.
• Importance–realization gap analysis and PsyCap measurement by unit and cohort.
• Statistical modeling linking specific workplace factors to expressed intention to leave.

What the research showed

• A concrete set of indicators that preceded resignations — measurable in future survey waves as an early-warning system.
• A unit-level risk map showing where turnover pressure was concentrated and which factors drove it in each unit.
• Clear separation between factors leadership could change quickly and structural factors requiring longer-term work.

Delivered

A full analytical report with a prioritized set of retention recommendations, presented to the HR director and leadership team.

Prior engagement led by Andrei Akhtyrskii, PhD. Client identity withheld where confidentiality applies.