The True Costs of Dysfunctional Turnover
5HR02 – Talent management and workforce planning
This CIPD Level 5 video explores the true costs of dysfunctional employee turnover within the context of unit 5HR02 – Talent management and workforce planning. Aligned with assessment criteria AC 3.3, the video examines both direct costs such as recruitment, selection, and induction expenses, alongside indirect costs including lost productivity, diminished team morale, and forfeited return on investment. By analysing methods of measuring turnover and understanding the financial and organisational impact of dysfunctional departures, learners gain essential knowledge for managing talent effectively and demonstrating competence in this critical assessment area.
What this video covers
Covering Assessment Criterion 3.3 of 5HR02, this video examines the full financial and operational weight of dysfunctional employee turnover, drawing a clear distinction between direct and indirect cost categories. On the direct side, the video addresses recruitment and selection expenditure — including advertising, agency fees, psychometric testing and assessment centre costs — alongside the administrative burden of processing both leavers and starters across HR, IT, finance and line management. Induction programme costs, role-specific training, compliance training and the informal coaching time demanded from existing team members are all named as measurable expenses that accumulate from the moment a valued employee decides to leave.
The indirect costs receive equal attention, and the video makes the case that they frequently outweigh the direct ones despite being harder to quantify. Productivity loss is examined across two distinct phases: the decline that occurs before a leaver departs and the extended learning curve of the new starter, where full performance can take twelve months or longer to achieve. The video also covers the loss of tacit knowledge, technical expertise, relationship capital and organisational memory, alongside the effect that dysfunctional turnover has on team morale, workload distribution and the retention risk posed to remaining employees — including the phenomenon of turnover generating further turnover.
The third strand of the video concerns the loss of return on investment, looking at how training, development, coaching, performance management and the original recruitment spend made in a departing employee yield no further benefit to the organisation once that person leaves. Taken together, the video frames cumulative turnover costs as potentially reaching many multiples of a leaver's annual salary, and positions accurate cost awareness as the foundation for constructing evidence-based business cases for retention investment within workforce planning strategy.
Assessment Criteria 3.3
Explain the impact of dysfunctional employee turnover.
Indicative Content
Costs associated with dysfunctional employee turnover; methods of measuring employee turnover; direct costs such as recruitment and selection costs, time to process leaver and starter, induction and initial training costs; indirect costs such as loss of productivity by leaver and new starter, loss of skills, knowledge and morale in team, loss of return on any investment for the leaver.
What You'll Learn
Video covering: The True Costs of Dysfunctional Turnover
About 5HR02 – Talent management and workforce planning
This unit focuses on the impact of effective workforce planning in considering the development of diverse talent pools and how to contract and onboard the workforce. It also includes analysis of the potential cost to the organisation if this is poorly managed and the tools and interventions required to mitigate this risk.
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