Start with your basics, then switch on the cost drivers that apply. Defaults are starting benchmarks — overwrite any of them with your real figures.
$
Be honest about how prepared they actually were for the people part of the job. The less people-skills development they got, the larger the share of your turnover, safety, and rework costs that traces back to that gap.
The cost drivers
Switch off anything that doesn't apply to your operation — the total only counts what you turn on.
Turnover & replacement$0
%
Safety incidents$0
$
Rework, scrap & quality loss$0
$
Leadership time lost to escalations$0
$
Counted in full — this time is supervision-related by definition, so the share slider doesn't reduce it.
Estimated annual cost of hope promotions
$0
— about $0 every week
Turnover — people-skills gap$0
Safety incidents — people-skills gap$0
Rework & quality — people-skills gap$0
Leadership time lost to escalations$0
Total annual cost of hope$0
To cut these costs by just 25% so you can recover about $0 a year,
you will need to ensure your frontline supervisors have the skills to lead the changes necessary to save your company money.
The Estimated Annual Cost of Hope Promotions is what it's costing you now — and what it will keep costing if you do nothing about it.
How this works: each driver is calculated from your own inputs. Turnover = (employees × turnover%) × (salary × replacement basis); safety = incidents × cost per incident; rework = your figure; escalations = hours/week × hourly value × 52. The supervision-share slider is applied to turnover, safety, and rework (escalation time is counted in full). The 50–150% replacement range, incident-cost benchmarks, and "people leave supervisors" finding are widely cited industry figures, not an audit of your operation — every input is yours to change. Switch off any driver that doesn't apply. Even the full total is conservative: disengagement, unreported near-misses, lost institutional knowledge, and slower production aren't counted here.
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