I'm trying to figure out which will be an acceptable "roof" for supervisor (or team leader) attrition. I agree with many of the people in this forum about supervisors being a key position, for which it is important to keep track on how they develop, perform, and how long they stay on the company. Currently, our annual target for supervisor attrition is to be below 30%. For this calculation, we are including any person who left the position and had to be replaced, including people who leave the company or are promoted. This is because, no matter where they go, that generates a cost (which is what we are trying to point out). To provide more information, our center has more than 150 supervisors, who (each) have at least 15 people in their teams.

What would you take into consideration for setting the target for supervisor attrition? Which would be an appropriate target?

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Hello Rodrigo. In our call center we only take in consideration for the attrition calculation the people that left the company.
The anual attrition target for any call center is between 3% to 5%, again, only taking in consideration the people that left the company. So if you need to set up a target for the Supervisors or Team Managers, thats the goal. But in your case you also include the people that is promoted, I don't know how your promote program works, or the rotation in other positions, but looking at the size of your call center I think that a 20% goal would be just fine. That means that you can lose 3 people per team every month, between promotions and the people who left.

Hi Rodrigo,

Any type of attrition costs the company money. 30% attrition for supervisor level associates is very high. You’ve made an investment in hiring and training the supervisor so regardless of whether they leave the company or are promoted to a new role, there is at least some cost in replacing the position. On the other hand, from the broader perspective, if your supervisors constitute a fertile pool of associates from which capable members can be promoted into other roles within the company, this can actually SAVE the company money and is a positive thing. In other words, if your supervisors make filling other positions in the company less costly, then that should be considered and recognized by company leaders for the contribution it to the betterment of all.

I would suggest that you track attrition in each category – Voluntarily left the company, Involuntarily left the company, Promoted to a new position within the company. Supervisors who voluntarily leave the company may point to opportunities for improved hiring, training or career-pathing. Supervisors who are asked to leave may point to improvements that can be made in your selection process. Supervisors who are promoted to new positions within the company should be counted as positive, providing that the company recognizes this positive contribution.

Measure each reason that supervisors leave and you can cut your attrition rate back to 8-10%. Good luck!

Best regards,
Bill Leinweber


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