Let’s put our math whiz hat on and crunch the numbers. Not to mention, all the time costs associated with you stepping away from your daily work to train new hires. And it leaves out the morale costs that come with all the desk neighbors trying to figure out why treasured co-workers are leaving. Or the lost productivity costs during your new agent’s ramp time. That $10k to $20k doesn’t account for the lost productivity costs leading up to the time your agent leaves. Look through the productivity lens to see where else you’re leaking cash. Given that the price tag for simply filling an agent’s seat is $10,000 to $20,000 per agent, Ferrazzi’s estimate is spot on when you account for all the other associated costs of attrition. HBR researcher Keith Ferrazzi estimates the total organizational costs of employee turnover range between 100 percent and 300 percent of the exiting employee’s salary. As turnover increases, so do your operational costs. High turnover takes a hard hit to your bottom line. And you have no time left to fix it because you’re too busy reviewing resumes and interviewing candidates to backfill all your open positions.Īnd with almost a quarter of your agents having one foot out the door, do you really understand what turnover means for your contact center? Putting a dollar sign to the organizational cost of employee turnover. Pair those losses with the negativity swarming your contact center as people call into question why their desk neighbors keep leaving, and you reach a productivity and CSAT standstill. Your remaining agents get overloaded with interactions, so they can’t keep pace with volume, and your CSAT drops.
Every time your contact center loses an agent, operational costs skyrocket. The cost of turnover is more than the dollar amount you spend to fill an agent’s seat.
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