An HR Field Kit tool
The Executive One-Pager
The single page you leave on a CEO or CFO desk. The cost of the problem, the shape of the fix, and a clean ask, in the language a finance audience respects.
1. The cost of the problem
Turnover is a number, not a feeling.
Compiled industry research puts the cost of replacing a single employee at $10,000 to $50,000, a conservative range covering recruiting, hiring, onboarding, and the ramp before a replacement is fully productive. For a more senior or specialized person the fully loaded cost climbs higher: take a $75,000 salary at the commonly cited three to four times multiple and a single departure can reach roughly $225,000 once lost output and disruption are counted.
Put your own headcount and turnover rate against those figures and the annual bleed becomes a concrete number a CFO can compare against the cost of fixing it.
Calculate your own number2. The shape of the fix
A system, not a slogan.
Most of that loss is avoidable, because people rarely leave without a window in which someone could have acted. The fix is a deliberate retention practice: spot the early signal, equip managers to hold the right conversation in time, and close the loop to confirm it worked, run as a program with a cadence and clear owners rather than left to chance. The discipline is well understood and most of it can begin without new spend. The hard part is sustaining it consistently, for everyone, at scale.
3. The ask
Fund it, sponsor it, hold the line.
This is not a request for sympathy for a soft issue. It is a request to protect the most expensive and least understood asset on the balance sheet. Three things make it real: fund the system that supports managers, sponsor it visibly so the organization treats it as serious, and hold managers accountable for the behaviors that keep good people. Framed that way, retention stops being a cost the company tolerates and becomes a margin it protects.
Figures are drawn from compiled industry research, presented as ranges, and are not a guarantee of any specific result. The honest case does not promise to eliminate turnover. It shows that the cost is large, that acting in time recovers a meaningful share of it, and that the bar for a positive return is low.
Make the case, then close the gap.
Winning the budget is the start. Sustaining the outcomes that keep it funded is where a system underneath the work begins to matter. That is what Anchor was built for.
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The Watch List
Record who feels off, since when, and what changed, so a gut feeling becomes something you can act on.
The Signal Field Guide
A one-page reference to the early signs a good person is checking out.
The Stay Conversation Planner
The one page you fill in before the conversation that matters, so you walk in clear instead of winging it.
The Follow-Up Tracker
Track what you tried, what was committed, and what actually happened, so the loop never quietly slips.
The Program Starter Checklist
From good intentions to a program you can run: cadence, owners, follow-through.
From Survey to Action
Turn each survey finding into a named action, with an owner and a date.
The Manager Retention Scorecard
Track the behaviors that keep people, not the turnover that arrives too late.
The Stay Interview Program Kit
Run stay interviews as a program: the rollout, the briefing, the one rule.
The Executive One-Pager
The page you leave on a CEO or CFO desk: the cost, the fix, and a clean ask.