They suspected something was wrong. OpenElevator showed them exactly where, and how serious it was.
While average tenure at UBS is eight years, reducing turnover has been a key focus for managers looking to reduce costs and improve efficiencies. In particular, UBS Team Heads identified team collaboration as key to the success of their departments. They understood that interpersonal issues quickly derail their teams’ ability to remain efficient and effective.
Therefore, following a restructuring, several team heads immediately wanted to understand their team stability. They began exploring retention solutions that could help them understand the team dynamic below the waterline, including who works well together, who may be at high risk of quitting, and which issues could be addressed to mitigate conflicts and turnover.
"I didn't know them myself, much less how they worked with each other. Under the previous head, the team had exceptionally high turnover, which was a source of concern and on top of that, I also had a new boss, and a very short runway to deliver results fast!"
Most importantly, the insight put numbers to what leaders had suspected. Now the issues were no longer anecdotal or debatable.
Instead of rolling out another company‑wide initiative, they intervened precisely — and early.
The Result .
Turnover stabilized in the at‑risk department. More importantly, leadership confidence
improved.
Leaders no longer felt surprised or reactive. They had ongoing visibility into employee
experience and could see when risk was building — and when it was resolving.
The biggest change wasn’t faster reaction. It was earlier awareness.
