Retention

Most retention problems in operations aren’t people problems - they’re system problems.

And too often, they’re treated as an HR problem - when HR isn’t actually embedded in day-to-day operations.

In one organization, HR's idea of onboarding was giving the employee a badge and making sure paperwork was complete. This generic onboarding approach and hands-off support left managers stretched thin and new hires overwhelmed. Performance varied by site, and retention suffered.

My team built an ops-specific training and retention program, owned by operations. It included role-based onboarding with clear 30/60/90-day expectations. Training was tied directly to safety, quality, and service - not theory. Managers were trained to coach and give feedback, not just fix problems. Performance standards became visible and measurable.

Training became part of the operating rhythm, not a one-time event.

The result:
Employee Net Promoter Score Improved by 80%
Faster time to productivity
More consistent execution
Stronger frontline leaders

The lesson:
Retention doesn’t improve because HR cares more. It improves when operations takes responsibility and builds systems that help people succeed.