The challenge
The SME was experiencing consistently high staff turnover. Recruitment had become a recurring cycle, with new starters joining and leaving in quick succession. This “revolving door” created instability for teams, increased recruitment costs, and placed additional pressure on line managers and remaining staff.
While skills and experience were often strong on paper, new hires were not always the right fit for the culture or working environment. Support structures for people joining the business were also inconsistent, making it harder for individuals to settle, feel supported and succeed.
Key challenges included:
- High staff turnover and repeated recruitment cycles
- Increased cost and disruption caused by frequent hiring
- Appointments based primarily on skills rather than values or fit
- Inconsistent support for new starters
- Limited line management capability to support retention
The business needed a more sustainable approach to attracting, supporting and retaining the right people.
The approach
Support focused on strengthening recruitment and retention practices at a structural and cultural level.
More rigorous recruitment procedures were introduced, with greater emphasis placed on cultural fit and alignment with the organisation’s core values, alongside technical capability. Relationships were built with a small number of trusted recruitment agencies who understood the business and its expectations.
Attention also turned to what happened after recruitment. Line management practices were reviewed to ensure new starters received clearer support, guidance and expectations as they joined the business.
This phase focused on:
- Introducing more structured and consistent recruitment processes
- Prioritising values and cultural fit alongside skills
- Building relationships with trusted recruitment partners
- Reviewing line management capability and onboarding support
- Using behavioural insight to better understand people and management styles
Psychometric tools were used to gain clearer insight into individual behavioural preferences, helping leaders understand how different people worked best and how management approaches could be adapted accordingly.
The outcome
Recruitment decisions became more considered, and new starters were better supported once in role.
As a result, the pattern of frequent turnover began to change. People who joined the business were more aligned to its values and ways of working, and line managers were better equipped to support them effectively.
Over time:
- Staff retention improved significantly
- The “revolving door” of recruitment stopped
- Teams became more stable and consistent
- Less time and resource was spent on repeated hiring
The business moved towards a more settled workforce, with stronger relationships and clearer expectations supporting long-term retention.
Staff turnover was reduced to below industry average
The impact
- Significantly improved staff retention
- Reduced recruitment demand and associated costs
- Better alignment between people, roles and company values
- Stronger line management support for new starters
- Staff turnover reduced to below industry average
By focusing on culture, behavioural insight and supportive management practices, the organisation created a more stable and sustainable working environment where people were more likely to stay and grow.