From spreadsheet to decision at Brightwater (fictional)
The HR analyst’s first draft for the executive team is titled “FY2026 People Metrics” and contains four tables. The chief operating officer skims it and asks, “So what do you want me to do?”
The analyst reworks it with the methods in this module. She computes turnover from totals (29% company-wide, 38% in the warehouse), agrees a $6,000 replacement cost with Finance, and uses an AI assistant to theme the warehouse comments, checking every quotation. Scheduling is the most common theme, followed by communication from supervisors.
The revised one-page brief.
| Section | Content |
|---|---|
| Headline | Warehouse turnover is 38%, costing about $456,000 a year. Unpredictable scheduling is the most-cited frustration. |
| What we found | 76 of 200 warehouse associates left in FY2026; Corporate lost 6 of 60. Warehouse engagement is 58% favourable, 22 points below Corporate. In open comments, scheduling was raised most often, then supervisor communication. |
| Why | Short-notice shift changes appear to be a significant factor. Confidence is moderate: the comment sample is small and 40% of warehouse staff did not respond. |
| Recommendation | Pilot a 14-day schedule notice on two shifts for one quarter; brief supervisors on explaining target changes. |
| Measure | Warehouse turnover on pilot shifts against other shifts; a pulse question on schedule predictability. |
| Ask | Approval for the pilot and for supervisor time. |
What to notice. The data did not change. The brief leads with a costed finding, states its confidence honestly, and asks for a specific, testable decision.
Jot down key ideas in your own words. Saves automatically.