A unique analysis that defines the current employee turnover state for an entire team, department, or complex organisation. Hundreds of millions of workers worldwide have lost their jobs as a result of the COVID-19 pandemic. In this situation, much of the HR profession is focusing on reducing the number of people in the organisation, primarily those who are not as suitable or useful. Very few are focusing on the fact that this situation represents new opportunities for proactive employees. Since the early days of the pandemic, such employees have watched with a critical eye how their sector, company, and management are reacting, and they are thinking about making a change. Some have already decided, so they are just waiting for the right opportunity to leave (the “DEPARTERS”). Some are strongly considering a change, and they can only be kept with deliberate motivational actions (the “EXPLORERS”). Some have started to think about a change, but for now, it is still easy to change this mindset with the right motivational steps (the “THINKERS”). And of course, some employees are focused on maintaining their current position within the organisation (the “REMAINERS”). Reports of headhunting firms provide clear evidence for this departure of key people: their clients continued to make hiring requests throughout 2020. 24% of applicants for advertised positions hold secure positions at their current jobs. More than 50% of the people that headhunters recently placed into organisations have given up secure positions for new opportunities.

The “Hidden Turnover Map” shows which of the organisation’s members can be classified into which categories and based on this information, what changes the organisation can expect in the future. It points out the proportion of colleagues in the various categories that play a key role in the operation and further development of the company, without whom the years after COVID and the organisation’s reconstruction will be difficult to imagine.


The analysis based on the “Hidden Turnover Map” data defines the motivational tools, techniques, and methods that an organisation must use to keep the key employees at various departure stages from leaving the organisation. Of course, the “Retention Motivation Analysis” also defines the motivational tools and scaled preferences of the organisation’s remaining employees, thus ensuring the organisation’s stability and the avoidance of future dissatisfaction. The COVID situation has overshadowed individual employee motivational preferences, so the analysis must focus on the period during and after COVID. The analysis defines the clear differences between employee motivation during “peacetime” and the COVID crisis. Thus, for the managers of the organisation, it does not provide generally applicable information, but instead, information that is specifically valid for 2021.

The analysis distinguishes clear categories and also defines the movement of the given employee, team, or organisation between motivational categories. Thus, it makes a clear proposal for a motivation system that can be successfully applied in 2021.


The map defines the necessary changes within the organisation to ensure the stable, evolving survival of the organisation during COVID, rebuilding once the pandemic is under control, and reorganisation after the pandemic to achieve new goals. The map identifies colleagues who play a key role in the success of the organisation at different stages. Because employees’ roles may vary in different periods of the pandemic, the map clearly illustrates which employees are INEFFECTIVE, which cannot take on real responsibility (USEFUL), and which see challenges as positive motivations (DRIVING). The “Crisis-based Restructuring and Promotion Map” defines proposals for promotions and transfers of responsibilities during COVID, which provide significant support for the organisation’s successful operation and further help the organisation’s managers to identify and highlight key pandemic-time colleagues, thereby increasing motivation. It also shows which employees will be stable and useful during the economic re-opening and in the post-COVID landscape, even if they cannot handle real responsibility during the crisis, thus saving the entire organisation from a serious loss of confidence and motivation.