34% fewer resignations in a logistics company
A client from Wroclaw had a problem with departing freight forwarders. We introduced a new bonus system and changed the method of reporting results. Turnover dropped within half a year.
Trans-Odra was losing people faster than it could train them. Forwarders were escaping to the competition at the other end of Wroclaw, usually after three months of work. We checked what was bothering them and fixed it without empty promises.
The challenge
In December 2023, turnover in the forwarding department was 22.7%. Each employee departure cost the company an average of 8,450 PLN – that's what we calculated as the cost of recruitment and onboarding a new person, who often left anyway. People were tired. It wasn't just about the money, but about the senseless reporting that took them 78 minutes every day. Managers were operating in the dark, and the atmosphere in the office on Rakietowa St. grew thicker with each passing week.
Our approach
We sent two of our people to the company – Marek and Agnieszka. For 12 business days, they did nothing else but observe the forwarders' work. They sat with them at desks, drank coffee in the kitchen, and listened to what they were cursing under their breath. We didn't use surveys because no one in this industry tells the truth in forms. We talked specifically: about Excel spreadsheets, about who shouts at whom, and why the bonus at the end of the month was always a mystery.
The solution
We threw 4 complicated report sheets into the trash. Instead, we implemented a simple view in their TMS system that shows the result in real-time. We rebuilt the bonus system so that the forwarder knew exactly that they get a specific amount for each clean freight, and not a mythical percentage of the margin after deducting office costs. Additionally, we introduced a 'straight to the point' rule – daily operational meetings now last a maximum of 9 minutes and are held standing up.
Results
After six months of cooperation, Trans-Odra stopped being a 'waiting room' for forwarders. The team has stabilized, and managers finally have time for route planning instead of constantly reviewing CVs. Peace has been restored in the office, which is evident from the lower number of sick leaves.
Timeline
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January 2024Participant observation and interviews with 16 forwarders.
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February 2024Presentation of the new bonus model to the board.
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April 2024Implementation of simplified reporting and leader training.
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June 2024Final measurement of results and process stabilization.
"I thought my people just wanted raises. Wroclaw Synergy Group showed me that they were most annoyed by stupid spreadsheets and the lack of clear rules. Honestly? It was the best investment this year."