HR Transformation Cuts Turnover 50% at a 400-Person Logistics Company
A fast-growing logistics company with 400 employees across 6 distribution centers was losing $3M annually to frontline turnover. We redesigned the people strategy — compensation, onboarding, and leadership development — cutting turnover from 62% to 31%.
Turnover cut in half$1.5M annual savings90-day retention up 28ptsInternal promotion tripled
What they came to us with.
A Canadian third-party logistics company had grown to $85M in revenue and 400 employees across 6 distribution centers in Ontario and Quebec. Growth was healthy but frontline turnover was devastating — 62% annualized, with most departures happening within the first 90 days. Exit interviews pointed to inadequate onboarding, unclear advancement paths, inconsistent supervisor quality, and compensation that lagged local warehouse competitors by 8–12%. The CEO had tried tactical fixes — sign-on bonuses, attendance incentives, pizza Fridays — none of which moved the needle. The company needed a systematic approach to its people strategy, not band-aids. With no internal HR leadership beyond a payroll administrator and a single HR generalist, they needed outside expertise to diagnose the problem properly and build sustainable infrastructure that could outlast the engagement.
How the work actually ran.
- 01
Workforce diagnostic
Analyzed 3 years of turnover data by location, role, tenure, supervisor, and shift; surveyed 200+ employees; ran focus groups at every DC; and benchmarked compensation against 12 regional competitors.
- 02
Compensation redesign
Implemented a graduated pay model with meaningful increases at 90-day and 6-month milestones — aligning incentives with the exact retention windows where attrition was concentrated.
- 03
90-day onboarding
Built a structured first-week orientation, peer mentorship, weekly supervisor check-ins through day 30, and a formal 90-day review with career conversation — replacing the half-day safety video.
- 04
Supervisor development
Designed and delivered a frontline leadership program for 24 supervisors covering feedback, conflict resolution, scheduling fairness, and performance conversations, with quarterly coaching follow-up.
- 05
HR foundation
Stood up job descriptions, structured interviews, an HRIS, monthly HR dashboards, and an internal promotion pathway with competency requirements — making career progression visible for the first time.
We were spending more on constantly replacing people than it would have cost to invest in keeping them. The data made that obvious, and the execution made it real. This wasn't HR theory — it was operational improvement delivered through people strategy.
Tell us what you’re facing. We operate from there.
Most first conversations happen on a call within the week. We respond personally within one business day.