Why workers leave

From January to April 2025 I was an HR intern at VIP Industries. I analysed attrition drivers across Tier 2 and Tier 3 labour markets and supported frontline recruitment. Company figures stay inside the company. What follows is a methodological demonstration on synthetic data, so that a reader can see how I would structure the problem.

Synthetic data used for analytical demonstration.

A useful driver framework in these markets, without claiming VIP’s mix, usually includes wage competitiveness against local alternatives, shift design, distance to plant, supervisor behaviour, and the first ninety days of induction. Segmentation would split new joiners from the rest, and women from men, because the local opportunity set is not the same. Cost of attrition is replacement plus lost ramp-up; a sensitivity table would move those two inputs. Interventions that typically survive that arithmetic are about the first three months, not about a poster on values.

Business implication, stated as a hypothesis for a plant manager: if early exit is two-thirds of annual loss, spend the scarce HR hour on day-30 conversations and shift matching, and measure 90-day retention before arguing about brand. That is how I would start. It is not a report on VIP.