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Free tool — no email required
Four inputs, a published multiplier you can move yourself, and the arithmetic shown in full. Use it, check it, put it in your board deck. We’d rather you had a defensible number than a lead form.
Your organization
The population you'd actually be measuring — a division, a district, or the whole org.
Base pay, averaged across that population.
People who choose to leave, as a share of headcount. Exclude layoffs and retirements.
SHRM puts this at six to nine months of salary — recruiting, vacancy, onboarding, and the ramp before someone is fully productive. This starts at the low end.
For reference, Gallup’s range is wider — one-half to two times annual salary, depending on how senior or specialised the role is. We use the narrower figure.
A relative drop, not percentage points: 10% off a 18% rate leaves 16.2%.
That is one client’s measured result, published on our case studies. It is not a projection for your organization and not a guarantee.
What turnover costs you now
$2.2M
a year — 72 departures at $31,000 each.
A 10% reduction is worth
$223K
a year — 7.2 people who stay.
How this was calculated
This counts replacement cost only. It does not attempt to price the things turnover also costs and nobody can cleanly quantify — lost institutional knowledge, the load on the people who stay, or the effect on the customers and students in front of them. The real number is higher than this one.
The number above is what it costs. It doesn’t tell you why.
PivotIQ measures the six conditions underneath turnover — burnout, workload pressure, engagement, leadership capacity, team dynamics, and retention risk — so you can see which one is actually driving your exits before spending anything on fixing the wrong one.
Where the numbers come from
SHRM puts the cost of replacing an employee at six to nine months of that person’s salary — the recruiting spend, the vacancy, the onboarding, and the months before a replacement is fully productive. That is the band this calculator uses, and it opens at the bottom of it.
Gallup puts it wider: one-half to two times annual salary, scaling with how senior or specialised the role is. We don’t default to that range, because the top of it produces a number roughly four times larger and the first thing a careful CHRO will do is ask which end we picked.
So the calculator starts conservative and lets you move it. If the honest floor is already a number worth acting on, we don’t need the ceiling.
The reduction slider is your assumption, not our claim. The one Pivot figure offered as a preset — 22% lower staff turnover at Cleveland Metro Schools — is a single client’s measured result, published with the client named on our case studies page. It is not a forecast for anyone else.
What to do with the number
Turnover is an outcome. Underneath it sit conditions that are measurable months before anyone resigns — burnout, workload pressure, engagement, leadership capacity, team dynamics, retention risk. PivotIQ reads those six directly and tells you which one is the constraint, so an intervention lands where it will actually pay.