I'm not trying to get all high and mighty on you by bringing this up, but…
You wowed them when you broke out the cool kid metric and started reporting “Good vs. Bad” Turnover. Nice job, Billy. But at the end of the day, you were a hack. Just like the administrative hacks who came before you.
What’s good vs. bad turnover? Let’s define them like you did for your Sr.Team:
--Good Turnover – Includes all terminations that included employees who you’re generally happy to see go. This would include all the people you fire involuntarily, but also includes voluntary terms involving employees with performance, behavior and fit problems, and any other criteria where you look at a voluntary term and say, “that’s probably for the best”.
--Bad Turnover – Assuming you would never fire someone you don’t want to lose, Bad Turnover includes all voluntary terms where you say, “Man, I wish we weren’t losing them”.
You just went upstream and changed the game. You had them patting you on the back with your Good vs. Bad Turnover slide. There's just this one little problem, you sell out. In fact, you're such a sell-out that Bob Seger called to personally thank you for providing the world with a bigger example of a sell out than him licensing "Like a Rock" to Chevrolet and subjecting us to 2 straight years of the same ad.
Here's what you did - you failed to classify every new hire who left or was asked to leave in the first 12 months of their career with your company as BAD TURNOVER. Don't talk. Don't rationalize. If you hired someone and they were gone in the first 12 months of their tenure, it's BAD TURNOVER. You missed. The hiring manager missed. The employee had faulty expectations when they joined. You couldn't train them. Marge from accounting freaked them out with that scab thing.
Whatever. Doesn't matter. If they left in the first 12 months, It's BAD TURNOVER. Stop acting like it's not.