Engagement · command and HR · 90 days
Retention Audit
Agencies know how many people left. Few know why, and fewer know what it cost. In 90 days, the Retention Audit gives command the real reasons, the real dollars, and a plan it can be held to.
| Days | Work | What command gets |
|---|---|---|
| 1–30 | The numbers. Five years of voluntary separations by tenure, division, and supervisor; the full cost of each (academy wages, field training, overtime coverage). | A turnover cost figure the budget office will accept |
| 1–30 | The baseline. An anonymous morale and organizational-stress survey of all staff. | A baseline to measure every future change against |
| 31–75 | Stay interviews. Confidential conversations with people in years two through five, the group most likely to leave: what would make them stay, and what would make them go. | Themes in their words, never attributed |
| 31–75 | Exit protocol. A standard exit interview so every future departure produces data instead of a going-away cake. | A tool HR can run forever |
| 76–90 | The plan. A written report: why people leave, what it costs, the three changes most likely to move the number, and how to measure them. | A plan with targets, presented to command |
Target
Measurable goals
For example: cut voluntary resignations 25% below the five-year baseline by the end of year two, with a re-survey at 12 months.
Confidential
Nothing attributed
Survey and interview data are reported as themes. No individual's answers go to command, ever.
Leads to
The right program
The audit tells you whether the problem is first-line supervision, stress, family strain, or pay. Only then do you buy anything else.