Regretted attrition begins long before the resignation
Investigate patterns in work design before a resignation makes them visible. Avoid treating any one behaviour as proof that someone intends to leave.
The performance question
An organisation can lose continuity when it hears about unmanageable demands only at notice stage. Earlier conversations should explore what makes a role workable, not seek a promise of loyalty. Some departures are unrelated to work pressure and should not be retrospectively attributed to it.
What the evidence supports
HSE’s workload guidance links high workload with lower job satisfaction, turnover and staff shortages. It does not establish the cause of an individual resignation or a reliable timetable from pressure to departure.[1]
A practical approach
Review roles with repeated vacancies, sustained overtime or unresolved staffing gaps. Speak with current staff about demands, authority and support, and agree a specific change where needed. Offer a confidential route outside the line manager. Record the action and owner, rather than creating a list of people suspected of leaving.
How to review progress
Review whether the promised work changes happened and whether continuity improved. Compare departures with vacancy exposure and team feedback over time. Do not claim a retention effect from a short period with no resignations, particularly in a small team.
Sources and references
- Human factors: Workload Opens in a new tab
Health and Safety Executive
Processing limits, task analysis, workload drift and staffing