Insights Dashboard: Feature Overview

What this insight answers

The Turnover Rate Over Time insight helps you understand how employee turnover is changing across your organization and whether retention is improving, declining, or remaining stable. Rather than viewing turnover as a single static number, this insight shows trends over time, providing early signals into potential retention risks or improvements.

This journey transforms a static metric into a multi-layered narrative, helping you understand not only what is happening with turnover, but why it’s happening and where action may be needed most.

How turnover is calculated

Overall turnover rate

The overall turnover rate shows the total percentage of employees who left during the selected time period. This is the aggregate number at the top of the chart.

• For month-based selections, turnover is calculated using a rolling window that looks back at the selected number of completed months from today.
• For quarter-based selections, turnover includes only the last completed quarters and excludes the current in-progress quarter.

Turnover trend

The turnover trend visualizes how turnover changes over time. Each point on the chart represents the turnover rate for a completed month or quarter, calculated as:

Number of terminated employees (using termination date) ÷ average headcount × 100

Only completed periods are included to ensure accuracy and consistency.

Explore what’s driving turnover

This insight helps you move beyond a single turnover number to understand what’s contributing to employee exits across your organization. Using guided analysis, it highlights meaningful patterns and differences across employee groups, helping you see where turnover is concentrated and what signals may be connected to it.

Each step builds on the headline insight, allowing you to progress from an overall trend to clearer, more actionable understanding without manual analysis or exposing raw data.

Why this insight matters

Tracking turnover over time helps HR leaders:

• Detect emerging retention risks early
• Understand which populations are most impacted
• Measure the impact of engagement, performance, and manager effectiveness on retention
• Focus retention efforts where they will have the greatest impact

What this insight answers

Employee turnover is expensive, but its true cost is often hidden. Beyond recruiting and backfilling roles, voluntary turnover impacts productivity, team stability, morale and leadership time.

The Cost of Voluntary Turnover insight translates employee resignations into financial impact over time, revealing where turnover costs are concentrated and which factors may be contributing to them.

This journey helps leaders move from a single cost number to a clearer understanding of why turnover is happening, which exits matter most, and where proactive intervention could deliver the greatest return.

Explore what’s driving turnover cost

This insight helps leaders understand not just the financial impact of turnover, but the underlying patterns contributing to it. By layering multiple perspectives, it reveals where turnover cost is most concentrated, how it changes over time, and which signals may indicate similar risk elsewhere in the organization.

The guided exploration helps leaders move from cost visibility to informed action, highlighting where retention efforts are likely to have the greatest impact and return.

Why this insight matters

When organizations understand the true cost of voluntary turnover, the conversation changes from reacting to exits to preventing them.

Seeing turnover cost over time helps HR leaders:

• Quantify the financial impact of attrition
• Prioritize retention investments based on real cost
• Identify high-risk, high-cost populations
• Make the business case for targeted interventions
• Shift from anecdotal to data-backed decision-making

By translating turnover into dollars, this insight gives leaders the clarity needed to act earlier, invest smarter, and reduce avoidable loss.

What this insight answers

The Performance Distribution insight shows how performance is spread across your organization, revealing the overall shape of your talent profile and how performance levels are clustering across teams and groups.

This journey begins with a clear view of how many employees are designated as top, middle, and bottom performers. From there, it layers in context to show where high and low performance is concentrated and which employees are emerging or at risk. This helps leaders understand not just who is performing at each level, but where to invest attention next.

By combining performance distribution and underlying drivers, this insight transforms performance data into a roadmap for talent development and risk management.

How performance is defined 

Performance designations

Employees are grouped into one of the following performance categories based on the most recent completed performance cycle from the performance metrics configuration:

• Top performers
• Middle performers
• Bottom performers
• Unmeasured (employees without a current performance designation)

Performance designations are derived from manager ratings or from a designated performance question within a review cycle. Only completed cycles are included to ensure consistency and accuracy. You can configure how you define top, middle and bottom performance by configuring performance metrics. 

Explore what’s driving performance

This insight helps leaders understand how performance is distributed across the organization and why certain patterns are emerging. Through guided exploration, it surfaces signals associated with both strong and struggling performance, helping clarify where performance is concentrated and where additional support or attention may be needed.

Each step builds on the headline view, enabling leaders to move from broad visibility to more focused, informed action, without manual analysis.

Why this insight matters

Understanding how performance is distributed helps HR and leaders:

• Assess the health and balance of the talent population
• Identify pockets of excellence and areas needing support
• Detect early performance risk before it escalates
• Invest in emerging talent with the greatest growth potential
• Ensure clarity and alignment around how performance is defined and measured

What this insight answers

Low performance may not always create immediate disruption, but it can have meaningful ripple effects across teams, shaping productivity, engagement, leadership load, and talent outcomes over time.

The Low Performance Prevalence insight provides a high-level view of how widespread low performance is across the organization. It shows where bottom performers are concentrated across teams, managers, departments, and levels, helping leaders understand whether performance challenges are isolated or broadly distributed.

This journey also explores how low performance relates to talent risk, examining whether teams with higher concentrations of bottom performers are more likely to experience turnover among top performers compared to teams less impacted by low performance.

By focusing on prevalence, patterns, and people dynamics, this insight helps leaders understand where low performance shows up, why it may persist, and where intervention matters most.

How low performance is defined

Bottom performers

For the purposes of this insight, low performance is defined as employees designated as bottom performers based on how performance designations are configured.

Performance designations are derived from manager ratings or designated performance questions within a review cycle. Employees without a current designation are excluded from low performance counts. You can change how performance is defined by configuring performance metrics. 

Explore patterns and drivers of low performance

This insight helps leaders understand where low performance is concentrated across the organization and what signals may be associated with it. Through guided exploration, it surfaces meaningful patterns related to team context, management, and employee experience, helping clarify where performance challenges may be emerging or persisting.

Each step builds on the headline view, enabling leaders to move from awareness to targeted, informed action without manual analysis.

Why this insight matters

Understanding how widespread low performance is helps HR and leaders:

• Identify where performance challenges are isolated versus systemic
• Assess potential risk to top talent and team stability
• Target coaching, support, and development where it will have the greatest impact
• Reduce leadership strain caused by concentrated performance issues
• Address performance challenges proactively before they escalate into disengagement or turnover

What this insight answers

Engagement is a leading indicator of organizational health. Disengaged employees who remain in their roles can create hidden costs, reduce productivity, and increase the risk of performance issues or voluntary turnover, especially among top talent.

The Engagement Trend Over Time insight provides a high-level view of how engagement is changing across the organization. It highlights patterns over time and identifies which groups, such as specific tenures, roles, or performance levels, are experiencing higher or lower engagement.

By pairing trend visualization with deeper analysis of drivers and risk signals, this journey helps leaders understand not only whether engagement is changing, but what may be contributing to those changes and where intervention may be needed most.

How engagement is measured

Engagement is calculated using employee responses to engagement-related survey statements that reflect key aspects of the employee experience. You can learn more about the engagement score and levels here. 

Engagement data must meet confidentiality thresholds in order to be displayed. 

Engagement is shown in two complementary ways on the insight tile.

Campaign data points represent the engagement score from each completed survey campaign, providing a point-in-time view of how employees responded during that specific period.

The engagement trend line reflects the average engagement of current employees over time. This is calculated using each active employee’s most recent engagement score, allowing you to see how the engagement of today’s workforce is changing, even when surveys are run at different intervals.

Together, these views help distinguish between historical survey results and the ongoing engagement experience of current employees, while ensuring only eligible employee groups are included to maintain accuracy and confidentiality.

Explore patterns and drivers of engagement

This insight helps leaders understand how engagement levels are trending across the organization and where potential risks may be emerging. Through guided exploration, it surfaces patterns related to employee experience, performance context, and support signals, helping clarify what may be influencing engagement outcomes.

Each step builds on the headline trend, enabling leaders to move from awareness to deeper understanding and more focused action, without manual analysis.

Why this insight matters

Understanding how engagement is trending helps HR and leaders:

• Detect early warning signs of burnout and disengagement
• Reduce hidden productivity and financial costs
• Protect top talent from downstream retention risk
• Target engagement initiatives where they will have the greatest impact
• Make informed decisions that strengthen both employee experience and organizational performance

By combining trend visualization with impact analysis and actionable guidance, this insight helps transform engagement data into proactive, people-centered decisions.

What this insight answers

Employee pride, loyalty, commitment, and advocacy reflect how emotionally invested employees are in the organization’s success. Strong commitment is closely tied to retention, performance, and willingness to recommend the organization to others, while weaker commitment can signal increased risk of disengagement or voluntary turnover.

The Pride and Advocacy insight provides a high-level view of how strongly employees feel connected to the organization. It highlights which groups, such as departments, teams, roles, tenures, or locations, show higher or lower levels of pride and advocacy, helping leaders understand where organizational commitment is strongest and where it may be at risk.

This journey also surfaces demographic and identity-based patterns to help identify potential equity or inclusion considerations, explores what employees say is working or not working, and connects commitment levels to potential retention risk. Together, these layers help leaders move from abstract sentiment to focused, actionable understanding.

Only data that meets confidentiality thresholds is displayed. When required data is missing or confidentiality requirements are not met, parts of the insight may be hidden or shown in a partial state.

Explore patterns and drivers of organizational commitment

This insight helps leaders understand how pride, loyalty, and advocacy are distributed across the organization and what signals may be influencing those outcomes. Through guided exploration, it surfaces meaningful patterns in employee sentiment and experience, highlighting where commitment is strong and where attention may be needed.

Each step builds on the headline view, helping translate sentiment into clearer, more actionable understanding without manual analysis.

Why this insight matters

Understanding employee pride and advocacy helps HR and leaders identify early signals of disengagement and retention risk—often before those risks show up in turnover data.

Across 15Five customers, employees with low pride, loyalty, commitment, and advocacy are 2–3 times more likely to leave within nine months compared to those with high pride and advocacy. This makes pride and advocacy critical leading indicators of voluntary turnover risk.

By monitoring these signals, leaders can:

• Identify groups at higher risk of disengagement or attrition
• Strengthen organizational loyalty and employee advocacy
• Protect top talent by addressing risks earlier
• Improve retention outcomes through targeted interventions
• Reinforce a culture employees are proud to be part of

This insight helps transform sentiment data into proactive action, reducing hidden risk while strengthening long-term engagement and retention.

What this insight answers

Managers play a critical role in shaping employee experience, performance, and retention—but not all managers need the same level of support at the same time. This insight helps HR leaders understand where managers may be struggling, where they’re thriving, and where targeted support could have the greatest impact.

It answers the question: Which managers are showing signals of high urgency—and what might that mean for their teams?

By identifying patterns of manager urgency across the organization, this journey helps leaders move from reactive support to proactive enablement. 

How manager urgency is defined

Manager urgency reflects the level of support a manager may need, based on signals from their team’s outcomes and experience.

Managers are grouped into urgency levels—such as high, medium, low, or unknown—based on patterns that may include:

• Lower engagement or confidence signals from direct reports
• Higher turnover or early exits on the team
• Performance distribution trends within the team
• Gaps in manager effectiveness indicators

Urgency does not label a manager as “good” or “bad.” Instead, it highlights where additional coaching, tools, or attention may be most helpful.

Explore what’s shaping manager support needs

This insight helps leaders understand where management strain or support needs may be emerging across the organization. Through guided exploration, it surfaces patterns related to leadership context, team experience, and workforce outcomes, highlighting where strengths exist and where additional support may be most impactful.

Each step builds on the headline view, helping leaders move from awareness to targeted action without manual analysis.
 

Why this insight matters

When managers struggle without support, the impact often shows up first in their teams, through disengagement, uneven performance, or increased turnover. Without visibility, these signals can be missed until problems escalate.

This insight helps HR leaders:

• Proactively identify managers who may need support
• Allocate coaching and development resources more effectively
• Protect high-performing teams and employees
• Strengthen leadership capability across the organization

By turning team outcomes into a clear view of manager support needs, this journey enables earlier intervention, smarter investment, and stronger leadership impact at scale.

What this insight answers

Manager effectiveness plays a critical role in employee engagement, performance, and retention. Employees’ day-to-day experience of leadership, from how clearly expectations are set to  how feedback is delivered, and how fairly they are treated, shapes not only individual outcomes, but team health and organizational stability.

The Manager Effectiveness insight provides a high-level view of how employees perceive their managers’ effectiveness across the organization. It highlights strengths and gaps across key leadership behaviors and shows where perceptions vary by team, department, engagement level, or performance group.

This journey helps leaders understand what is working well, where leadership support may be breaking down, and where targeted development can have the greatest impact.

Only completed surveys and employee groups that meet confidentiality thresholds are included.

Explore what’s shaping manager effectiveness

This insight helps leaders understand how manager effectiveness is experienced across the organization and where leadership support or development may be needed. Through guided exploration, it surfaces patterns in employee perception and outcomes, highlighting where management practices are strengthening the employee experience and where gaps may exist.

Each step builds on the headline view, helping leaders move from perception to focused, informed action without manual analysis.

Why this insight matters

Managers are one of the strongest drivers of engagement and retention. When employees lose confidence in their managers, turnover risk increases, often before disengagement or performance issues become visible.

Across 15Five customer data, turnover risk doubles within nine months when employees report low confidence in their managers. This makes manager effectiveness a critical leading indicator of retention risk.

By monitoring how employees experience leadership, organizations can:

• Identify leadership gaps early
• Reduce disengagement and prevent avoidable turnover
• Target leadership development where it will have the greatest impact
• Strengthen clarity, trust, and accountability across teams

This insight helps transform employee feedback into focused leadership action—protecting both people and performance.

What this insight answers

Manager–employee touch points are a core signal of day-to-day support, clarity, and follow-through. This insight helps HR leaders understand how frequently employees are receiving quality manager interactions, and where those touchpoints may be infrequent or missing.

It answers a critical question: Are managers consistently connecting with their teams, or are gaps in interaction creating risk for engagement, performance, or retention?

This journey provides a high-level view of the typical cadence of manager–employee touch points across the organization, helping leaders identify where connection is strong, uneven, or absent.

Data used for this insight

This insight is powered by interaction data recorded in 15Five, including:

• Submitted and reviewed check-ins
• Documented 1:1s with meaningful activity
• Manager–employee relationships from People data

Calendar meeting data is not yet included. Calendar-based 1:1 detection is coming soon and will expand how touch points are identified.

How touchpoints are defined and measured

Touchpoint frequency is calculated using the last 12 completed weeks of activity to identify each manager–employee relationship’s typical interaction pattern.

A manager touch point is identified only when there is clear evidence of a manager–employee interaction recorded in 15Five, such as:

• A check-in submitted by an employee and reviewed by a manager
• A qualifying 1:1 where meaningful activity occurred, including ANY of the following:
  • The 1:1 was manually ended 
  • Talking points were resolved
  • Action items were added
  • Notes were added (manually or via Kona)

Based on observed patterns across weeks (not scheduled expectations), relationships are grouped into cadence categories:

• Weekly
• Every two weeks
• Monthly
• Infrequent (less than monthly)
• None identified
• Insufficient data

The insight can be viewed from:

• Employee view, showing how often employees typically receive touchpoints
• Manager view, showing managers typical touch point patterns across their teams

Insufficient data

A manager–employee relationship is marked as Insufficient data when there isn’t enough recent activity to determine a reliable touchpoint cadence.

This occurs when:

• The employee was assigned a new manager in 15Five within the past 4 weeks, or
• The employee - manager pair had more than 8 weeks of vacation during the 12-week analysis window, limiting observable interaction patterns.

Relationships labeled as Insufficient data are excluded from cadence calculations until additional interaction data is captured. As additional weeks of eligible data accumulate, these relationships will automatically be included in the insight.

Explore what’s shaping manager–employee touchpoints

This insight helps leaders understand how consistently managers are connecting with their teams and where interaction patterns may be uneven. Through guided exploration, it surfaces high-level trends in touchpoint cadence and conversation focus, highlighting where connections are strong and where they may be breaking down.

Each step builds on the headline view, helping leaders move from visibility into connection patterns to more informed, targeted action without manual analysis.

Why this insight matters

Regular manager touch points help employees stay aligned, supported, and engaged. Infrequent or missing touchpoints may signal capacity constraints, missed expectations, or behavior gap and can increase the risk of disengagement, performance challenges, or attrition.

By understanding how touchpoint cadence varies across teams and populations, HR leaders can:

• Identify where manager support is inconsistent
• Surface potential equity gaps in access to manager attention
• Prioritize manager enablement and coaching
• Strengthen clarity, follow-through, and connection at scale

This insight turns everyday manager interactions into a clear, actionable signal, helping leaders understand not just if touchpoints are happening, but where they matter most.

What this insight answers

Compensation plays a critical role in reinforcing performance, retention and equity. HR leaders need to understand whether pay is aligned to impact or whether gaps exist that could undermine engagement or increase retention risk.

The Compensation and Performance insight explores the relationship between pay and performance across the organization.This journey provides a high-level view of how employees are compensated relative to their performance designations and whether top and mid performers are consistently rewarded across teams, roles and levels.

By layering compensation alignment with retention and equity context, this insight helps leaders identify where pay may be strengthening performance or where misalignment may require attention.

How compensation alignment is assessed

Compensation is evaluated relative to market benchmarks using compa-ratios, which compare an employee’s salary to the market midpoint for their role.

Employees are then grouped by performance designation (top, middle, bottom, or unmeasured) to assess whether compensation aligns with performance outcomes. This allows leaders to identify:

• Top or mid performers paid below market
• Potential retention risk tied to pay gaps
• Areas where compensation may not reflect performance impact

Additional analysis may normalize results to explore gender or racial pay differences, helping surface potential equity considerations.

Explore how pay and performance connect

This insight helps leaders understand how compensation alignment may be influencing retention, engagement, and equity outcomes across the organization. Through guided exploration, it surfaces high-level patterns in pay and performance alignment, highlighting where compensation practices appear to be working well and where adjustment may have the greatest impact.

Each step builds on the headline view, helping leaders move from visibility into compensation data to more informed, targeted decisions without manual analysis.

Why this insight matters

When compensation is misaligned with performance, organizations risk losing high-impact employees and reinforcing inequities, often without realizing it until turnover occurs.

Across 15Five customer data, mid and top performers paid below market are twice as likely to leave compared to those paid at or above market. This makes compensation alignment a critical leading indicator of retention risk.

By understanding how pay and performance intersect, HR leaders can:

• Protect top talent from avoidable attrition
• Reinforce a culture that rewards impact
• Identify and address equity gaps early
• Make targeted, data-backed compensation decisions
• Align pay strategy with long-term business outcomes

This insight helps ensure compensation structures support performance, fairness, and retention—turning pay data into a strategic lever rather than a reactive one.

What this insight answers

Employees’ perception of pay fairness plays a critical role in engagement, loyalty, and retention. Even when compensation is competitive, gaps in how fair rewards feel can create disengagement, weaken trust and increase turnover risk.

The Compensation Fairness Perception insight explores how employees perceive the equity of their compensation and how those perceptions relate to key outcomes such as engagement, performance, pride, advocacy and retention. This journey helps HR leaders understand where fairness perceptions are strong, where they are breaking down, and which groups may be at higher risk as a result.

By connecting perception data with compensation context and employee outcomes, this insight surfaces where misalignment may require attention.

Depending on data availability and confidentiality thresholds, this insight may appear in a partial or hidden state with guidance on how to unlock deeper analysis.

Explore how fairness perception connects to outcomes

This insight helps leaders understand how fairness perceptions are experienced across the organization and where they may be creating risk or opportunity. Through guided exploration, it surfaces high-level patterns linking equity sentiment to employee outcomes, highlighting where perceptions are strong and where focused attention may be needed.

Each step builds on the headline view, helping leaders move from perception data to informed, targeted action without manual analysis.

Why this insight matters

Perceived fairness, not just pay level, strongly influences whether employees stay engaged and committed.

Across 15Five customer data, employees who feel they are not paid fairly are twice as likely to leave compared to those who believe their pay is fair. This makes fairness perception a powerful leading indicator of retention risk.

By understanding how compensation aligns with fairness perception, HR leaders can:

• Identify hidden retention and engagement risks
• Address equity concerns before they escalate
• Reinforce trust and transparency in reward practices
• Ensure top performers feel recognized and valued
• Reduce avoidable attrition driven by perception gaps

This insight turns subjective feelings of fairness into concrete organizational intelligence, helping leaders take proactive, equitable action that strengthens engagement, trust, and retention.

What this insight answers

The early months of employment are critical. New hire experiences during onboarding and early tenure strongly influence engagement, performance and whether employees stay long enough to make an impact.

The New Hire Success insight helps HR leaders understand whether hiring, onboarding, and early support efforts are translating into long-term success. It answers a core question: are new hires gaining traction, or struggling early on?

This journey provides a high-level view of new hire outcomes, including early performance signals, engagement patterns, and retention within the first 6–12 months. By bringing together onboarding feedback, early performance confidence, and turnover data, it helps leaders identify where new hires thrive, where they struggle, and what can be done to improve outcomes.

How new hire success is measured

New hire experiences are analyzed using hire date cohorts, grouping employees based on when they joined the organization. Insights are informed by onboarding-related statements from lifecycle surveys, and only employees with a recorded hire date are included.

Explore what’s shaping new hire outcomes

This insight helps leaders understand how new hires are experiencing their early tenure and where onboarding or manager support may need attention. Through guided exploration, it surfaces patterns in early engagement, retention, and performance, highlighting where new hire experiences are strong and where targeted intervention may have the greatest impact.

Each step builds on the headline view, helping leaders move from early-tenure visibility to informed, focused action without manual analysis.

Why this insight matters

Early experiences set the tone for long-term success. When onboarding is inconsistent or support is lacking, new hires are more likely to disengage or leave before reaching full productivity.

By understanding how onboarding, early performance, and support connect to retention and engagement, HR leaders can:

• Reduce early-tenure turnover
• Improve time to productivity
• Ensure onboarding efforts are consistent and equitable
• Support managers who play a critical role in early success
• Build stronger foundations for long-term employee performance

This insight transforms early employment data into clear, actionable guidance, helping organizations set new hires up for success from day one.