Staff turnover is a key point in all outsourcing projects, but what can I do to maintain a healthy turnover?That is, to ensure that it does not impact my SLAs or, even more so, that it does not affect the critical processes of my business. It is important to start with a clear definition of a career plan for each member of the organization, in addition to the training processes, both formal and experiential, they will help the team identify, together with its immediate leader, the positions where it would like to move, to prevent them from looking for opportunities outside the organization. In addition, payment close to market amounts as possible. Applying all these actions will allow organizations to keep their turnover as low as possible.

Maintaining quality with a high-turnover outsourced IT team is tough but doable. Honestly, I've been there and learned that consistency and commitment are key. Solid documentation is gold; don't skimp on it. Continuous training is essential—it's not an expense; it's an investment. And of course, tracking performance metrics helps spot issues early. Above all, treat the team as partners, not disposable resources. This builds engagement and reduces turnover. It's constant work, but the results are worth it.

To maintain quality control in an outsourced IT team with high turnover, implement robust onboarding and training processes. Develop comprehensive documentation and knowledge bases to ensure consistency. Utilize standardized tools and methodologies to streamline operations. Establish clear performance metrics and regular review processes. Foster strong communication channels between your team and the outsourced provider. Consider using a managed service provider (MSP) with established quality control measures. By implementing these strategies, you can mitigate the risks associated with high turnover and maintain a consistent level of service quality.

Having managed massive data, AI, and digital platform delivery units, this is not a tactical issue but rather an important strategic input. The turnover rate for digital technologies is 30+%, while traditional skills are at 23+%. Consider strategic redundancy, grouping by skill pools/pods, short-term hedging from larger programs, and short-term contract hiring. In addition, a comprehensive onboarding procedure, wiki-style documentation, and ongoing training for all workers are required to ensure talent fungibility. Make it clear to the entire team and senior stakeholders about the turnover risks, critical, special, and normal skills, mitigation methods, and who will oversee the process. I would also set up a live dashboard with HR help.

Maintaining quality during high IT turnover requires dynamic documentation like interactive guides to reduce onboarding time. Pairing new hires with experienced mentors ensures continuity in knowledge transfer. Implement automated quality checks, like CI/CD pipelines, for consistent output. Strengthen relationships with outsourcing partners via clear KPIs and feedback loops to foster accountability and collaboration.

You need to define 'standards': - Standardize 'acceptable' turnover rate, investigate the root causes why people are leaving, fix it as top priority. - Standardize 'project documentations', make sure things are clear, consistent and well-transferred to all stakeholders - Standardize delivery process & tech conventions, used by both in-house & outsourced partners as one team - Standardize the replacement process, leave overlapping period between the ones leaving and the new comers Finally, take ownership of the expected outcome, both from technical management and product management.

Look first of all for the reason of the high turn over and remedy this. In many companies outsourced employees are not really part of the team, they have no access to internal communication, are not invited to peronnel parties, receive no end of year presents while the people they work with in the company do get all this...in the chemical industry they often earn less on top of that. Reasoning behind it clients are weary to be considered an employer if treating the outsourced "equal" to their employees from the human point of view. Documentation etc. is excellent, but a remedy after the fact . Work at the root cause and prevent turn over. The real employer should be very attentive to his outsourced team and not just let it be at the client.