With voluntary turnover putting pressure on business continuity, McLean & Company has released a new guide to help employers assess and reduce flight risk among key staff.
The Toronto-based HR research and advisory firm says many organizations still rely on informal evaluations of employee turnover risk, which can lead to late or ineffective interventions. Its new Guide to Assessing Flight Risk of Key Talent outlines a structured, data-informed approach for identifying early warning signs and addressing root causes before employees leave.
“Every employee departure has a story – but too often, that story is only told in the exit interview, or not at all,” said Molly Woudenberg, project manager, HR Research & Advisory Services, at McLean & Company. “This guide flips that narrative. It equips organizations to identify turnover risk factors earlier and respond with empathy, clarity, and action.”
A shift from reactive to proactive retention
The guide emphasizes that while some turnover is unavoidable, much of it is preventable with the right information and strategy. Beyond hiring costs, the loss of key employees can lead to declines in productivity, gaps in institutional knowledge, and a setback in meeting strategic goals.
According to the company’s 2025 HR Trends Survey, organizations with low voluntary turnover—10 per cent or below—were more likely to report strong progress on business objectives.
The three-step approach in the guide begins with preparing to assess flight risk by identifying which roles are essential to the organization’s strategy. This includes collecting data such as performance trends, promotion history, tenure, absenteeism, and engagement levels.
In the second step, managers analyze this data alongside qualitative information gathered through structured “stay conversations,” which aim to uncover hidden concerns and unmet needs.
The final step focuses on mitigating and monitoring risk. For employees flagged as high risk, the guide recommends tailored retention strategies, such as professional development opportunities, workload adjustments, or flexible work options. Organizations are also advised to revisit flight risk assessments regularly, especially after major internal changes.
Beyond prediction to support
McLean & Company’s research points to several common flight risk indicators, such as decreased motivation, rising absenteeism, and dissatisfaction with career growth or leadership. It also underscores the importance of combining data with empathy to create a workplace environment that encourages employees to stay.
The company has also launched a workshop to support HR teams in applying the framework to their own workplaces.
