Employee Experience
The start and end of the employee journey hold the clearest signals about why people stay and why they leave. Most organisations never capture them.
Replacing a high-performing employee costs between 50% and 150% of their annual salary. That figure rarely captures the institutional knowledge that walks out the door, the clients who notice the disruption, or the colleagues who quietly start updating their own resumes in response.
Most organisations run annual engagement surveys and call it listening. But the employee who joins full of enthusiasm and leaves within 12 months often falls outside the survey cycle entirely. Their early experiences, unmet expectations, and real reasons for leaving never reach the data.
An onboarding survey tells you whether you delivered what you promised at recruitment, while there is still time to act on it. An exit survey surfaces the real reasons people go, rather than the tidy version offered over a farewell lunch. Together, they close the gap between what P&C believes is happening and what employees are actually experiencing.
Our approach
The onboarding survey runs in the first months, when impressions are forming, and people are quietly deciding whether they made the right move. The exit survey runs once someone has chosen to leave, when they’re free to reflect honestly. Insync administers both independently, which produces more candid responses than an internal process and gives your leaders data they can trust.
Measure how well you’re delivering against the expectations set during recruitment. Learn what attracted new starters, how their early experience compares to what was promised, and what their manager and team should do differently to keep them.
Understand why employees leave across eight dimensions: organisational leadership, work design, manager and team, career and development, reward and conditions, flexibility, work arrangement, and personal circumstances and external factors. The framework distinguishes what’s within your control from what isn’t, which is exactly where most organisations waste improvement effort.
Results from both programs are benchmarked and presented with a clear view of where you’re losing people and why. We work with your P&C and leadership teams to identify the changes that will have the greatest impact on early attrition and overall retention.
1. What’s included
Every Insync onboarding and exit program is independently administered, benchmarked and designed to surface the honest data you need to improve retention.
Both surveys are built on frameworks tailored to your organisation without compromising benchmark integrity that keeps your results comparable to peers.
Organisational leadership, work design, manager and team, career and development, reward and conditions, flexibility, work arrangement, and personal circumstances and external factors. The structure separates what you can control from what you can’t, so your effort goes where it will actually reduce turnover.
Your results are compared against Insync’s benchmark database, so you know not just what your people are experiencing, but also whether it is better or worse than other organisations’.
Filter by cohort, tenure, team or role, and drill into the data to see which parts of the organisation are losing people and at what stage of the lifecycle.
A senior Insync consultant presents findings to your P&C and leadership team, focused on what the patterns mean for retention and where the highest-value changes sit.
Employees are far more candid with an independent provider than in an internal survey or a manager-led exit chat. What you receive reflects what your employees genuinely think, rather than what felt safe to say.
2. Key outcomes
This is what changes when you have reliable data on why people join and why they leave.
Generic retention strategies are expensive and often miss. When you know the specific reasons your people are leaving, whether it is a manager, a role design, or a culture problem, you can fix the cause rather than throwing benefits at a symptom.
The gap between what new employees expected and what they found in their first months is the single biggest driver of early attrition. Closing it early keeps good people who might otherwise quietly conclude they made a mistake.
When employees know their feedback goes to an independent provider rather than back to their manager, they tell you what they really think. The patterns in your exit data reflect reality, and your leaders can act on it with confidence.
Running onboarding and exit programs alongside your annual engagement survey gives you a complete view of where the experience is strong and where it is losing people. You stop assuming and start deciding on evidence.
3. Why Insync
Most HR platforms include an exit survey module, but few organisations use them well because the instrument is only part of the job. Interpreting exit data, benchmarking it against other organisations, and turning it into leadership action require expertise that a self-service platform can’t provide. Insync provides both the instrument and the expertise.
Your results are compared with other organisations that face the same talent market as yours. So, when we tell you your early attrition is running above the benchmark, the comparison actually means something.
The eight-factor exit framework and the onboarding instrument are both grounded in organisational psychology and refined across many client programs. They measure what genuinely drives departure and retention, rather than convenient proxies.
The quality of exit data depends almost entirely on whether departing employees trust the process. With an independent provider running the survey, response rates rise, and answers get more candid. For Insync, independence is built into how we work, not bolted on as a feature.
We turn your results into a prioritised view of where you’re losing people and why, then work with your team to address the causes. The measure of success isn’t the report. It’s the movement in your retention numbers.
Sector expertise
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