Turnover is a normal part of running any organization, but not all departures have the same impact. Some exits are anticipated or even healthy. Others create real disruption. These are called regrettable turnovers, and they are the ones leaders cannot afford to ignore. 

What Is Regrettable Turnover? 

Regrettable turnover refers to employees who leave voluntarily and whose departure has a negative effect on the business. Simply put, these are people you don’t want to lose. They are often high performers, critical knowledge holders, culture carriers, or individuals in hard to fill roles. When they leave, the company feels it. 

How do you identify regrettable attrition? If the employee falls into one or more of the categories below, then that would likely indicate it was/would be regrettable: 

• Strong performance history and/or high growth potential 

• Employee holds key skillset or expertise 

• Exit causes disruption to team operations 

• Longer hiring or training ramp up needed for replacement 

• Strong cultural contributor 

• Loss significantly impacts clients or stakeholders 

• They left voluntarily for avoidable reasons 

• Leaders and peers express meaningful concern 

Why It Matters 

Losing the wrong people can ripple through an organization in ways that go far beyond the vacancy itself. 

• Productivity drops when a skilled contributor walks out the door. 

• Remaining team members absorb extra work until a replacement arrives. 

• Recruitment, onboarding, training, and time-to-productivity have significant time and money cost. 

• Customer relationships may suffer if the departing employee was a trusted contact. 

• Morale may dip if others interpret the exit as a signal about culture or leadership. 

Over time, elevated regrettable turnover slows momentum and erodes employee confidence, but on a small team, even one regrettable attrition can have a serious impact. It is one of the clearest signs that something in the work environment needs attention. 

Common Causes of Regrettable Turnover 

Several avoidable factors tend to surface again and again: 

• Lack of career growth or development paths 

• Poor relationship with a direct manager 

• Compensation that falls behind market trends 

• Burnout due to workload, pace, or unclear expectations 

• Weak communication or inconsistent leadership 

• Culture misalignment or a sense of being undervalued 

• Limited flexibility or outdated workplace practices 

In many cases, employees do not leave the company itself. They leave the day-to-day experience they have. 

How to Prevent It 

While it may not be realistic to eliminate regrettable turnover entirely, leaders can dramatically reduce it through thoughtful practices. 

• Ensure competitive compensation and benefits: Regular benchmarking, transparent pay practices, and investing in your top performers help retain top talent. 

• Invest in strong leadership habits: Clear communication, regular check-ins, and coaching have a major influence on retention. Employees stay when they feel supported. 

• Prioritize development opportunities: Stretch assignments, training, shadowing, and internal mobility help employees see a future with you. 

• Support manageable workloads: Regular workload reviews prevent burnout. The earlier this is addressed, the better. 

• Build a culture of recognition: People want to know their work matters. Frequent appreciation, not only formal awards, keeps engagement high. 

• Encourage employee voice: Pulse surveys, stay interviews, and open feedback channels help leaders catch issues early. 

How to Measure It 

Regrettable turnover rate = (# of regrettable turnovers in a period ÷ average employee headcount for that period) × 100 

If your organization is large enough, you can segment this further by department, manager, tenure, role type, or performance level. This makes it easier to spot patterns and address root causes. By tracking this metric, you can start to compare it year over year and benchmark it. 

When Should Leaders Flag It and Take Action? 

Leaders should act when any of the following occur: 

• Regrettable turnover rises above the company’s normal baseline 

• Exits cluster within a specific team or under a specific manager 

• Key roles or high performers begin leaving in close succession 

• Exit interviews highlight recurring themes 

• Customer or operational performance begins to suffer 

• Time to fill increases or new hire ramp up becomes longer 

These signs indicate something deeper is going on. Leaders should investigate quickly, talk openly with remaining team members, and address the underlying issues before they spread. 

The Bottom Line 

Regrettable turnover is more than a staffing challenge. It is a barometer of employee experience. When leaders track it carefully and respond proactively, they not only retain valuable talent but also build a stronger, more resilient organization. 

 

Michelle MacFadgen, CPHR, is the Director of Client Engagement at uptreeHR, an outsourced Human Resource department for small to medium-sized businesses. Michelle and the team are based in Halifax, Nova Scotia.

To book a complimentary 30-minute consult with Michelle, click here.