Our ReturnOnTalent blog

In June 2026 Singapore had 31,700 entry-level PMET roles open. That is not a statistic to file away; it is a standing offer addressed to the people you hired last year. Early-career attrition rarely bites in year one. It bites around year three, when the person has become useful and the next step still is not visible.

Companies can tell you what they spent on hiring last year. Almost none can tell you what they spent on people leaving. This piece puts the two columns of the ledger side by side — what the hiring budget records, and what attrition never shows — and gives five numbers that make the invisible half visible.

Two competing uses for the same dollar: funding a retention programme, or absorbing an exit nobody modelled until it landed. This piece reframes the choice as capital allocation with dates attached, and sets out the numbers that make the trade-off defensible to a finance committee.

A three-month warning starts a search. A six-month warning opens options a search cannot — an internal replacement, a re-engaging move, or a restructured dependency. This piece explains why the forecast horizon, not the accuracy score, is what actually protects delivery.

Sentiment analysis can show that a team is drifting long before anyone resigns — and it will never tell you why. This piece sets out the governance that has to be in place before the first pilot, and the test that separates a listening programme from monitoring with better manners.

Most turnover conversations stop at the recruitment fee, which is the smallest line on the invoice. This piece lays out the four-part model — separation, vacancy, replacement and ramp-up — and shows why the requisition you are asked to approve prices only one of them.

The person you need is often already on the payroll, working one level below a role they could do. This piece explains why internal mobility stalls without first-hand evidence, and which three numbers show whether your identification system surfaces anyone at all.

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