How many of last month's starters are still here?
For “How many of last month's starters are still here?”, the useful question is not whether more data can be collected but whether it resolves a named operational decision. A system such as employee monitoring software should be introduced with a stated purpose, worker notice and a review point rather than treated as a substitute for supervision.
For current guidance that complements this operational note, use the official CCOHS website; local law, safety duties and reporting routes should always be checked for the relevant jurisdiction.
Most warehouse attrition happens in the first two weeks, and most of it was decided before the person started. Fifty notes on the advert, the first day, the ramp and the measure that realigns all three.
All 50 notes
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The losses are concentrated in the first fortnight, and the costs are spread across budgets that do not talk to each other.
A person who leaves on day four was recruited on a promise the operation could not keep, and most of those promises are in writing.
Eight hours decide a substantial share of first-fortnight attrition, and almost everything that goes wrong in them is logistical.
Agency labour used for genuine variability is sound. Used for a permanent baseline it is a retention strategy that cannot work.
People accept and leave these jobs for the hours more often than for the money, and the hours are designed around something else.
People
6The best picker becomes the team leader, which selects for output and says nothing about the four conversations the job actually is.
An engagement score rises when attrition rises, because turnover removes the dissatisfied before they answer.
Four small things done consistently beat a programme launched annually, and the difference is entirely whether somebody counts.
Most of them optimise a measure one function owns against an outcome nobody owns.
The end state as a checklist, the limits stated plainly, and the four things to do this week.
What this is
Fifty notes on warehouse hiring and retention, written for the site rather than for a supplier.
The editorial notes remain independent. Named products appear only where a comparison or official reference helps the reader, and no placement replaces operational judgment.
Four things that hold
The losses are in the first fortnight. A retention programme aimed at long-service staff is aimed at the people least likely to leave.
Most of it was decided before the person started — in the advert, in the rate they were quoted, in whether anybody was expecting them.
The measure points the wrong way. Cost per hire rewards filling a seat with whoever is available. Cost per person present at ninety days is the same data pointed the right way.
Nobody owns the outcome. Recruitment owns speed, operations owns output, training owns the induction, and attrition belongs to no one.
Where to start
You do not know where people leave: draw the tenure curve, which is an hour with payroll records.
The first fortnight is the problem: the first day, then the advert.
Most of the workforce is agency: agency labour, then conversion.
You have been asked to fix it by next quarter: where to start, then what retention work cannot fix.
What this is not
Not legal advice. Employment law, agency regulation, working time rules and data protection differ substantially by jurisdiction.
It does not cover measuring how fast people work, which is a separate subject with its own obligations.
Independent workforce guides
Compare official workforce, hiring, safety and operations resources without treating software as a substitute for management.