Ups and Downs Inc., a $4,000-$employee organization, has a serious turnover problem, and management has decided to estimate its annual cost to the company. Following the formulas presented in Figures $5\mathrm{.}3,5\mathrm{.}4,$ and $5\mathrm{.}5,$ an HR specialist collected the following information. Exit interviews take about $45$ minutes $($plus $15$ minutes preparation$)$; the interviewer, an HR specialist, is paid an average of $$33$ per hour in wages and benefits; and over the past year, Ups and Downs Inc. experienced a $27$ percent turnover rate. Three groups of employees were primarily responsible for this: production employees $(40$ percent$),$ who make an average of $$34\mathrm{.}80$ per hour in wages and benefits; clerical employees $(36$ percent$),$ who make an average of $$24\mathrm{.}50$ per hour; and managers and professionals $(24$ percent$),$ who make an average of $$48\mathrm{.}75$ per hour. The HR department takes about $90$ minutes per terminating employee to perform the administrative functions related to terminations, and on top of that, each terminating employee gets two weeks$$ severance pay. All of this turnover also contributes to increased unemployment tax $($old rate $=5\mathrm{.}0$ percent; new rate $=5\mathrm{.}4$ percent$)$; and because the average taxable wage per employee is $$34\mathrm{.}42,$ this is likely to be a considerable $($avoidable$)$ penalty for having a high turnover problem. It also costs money to replace those terminating. All pre$-$employment physicals are done by Biometrics Inc., an outside organization that charges $$350$ per physical. Advertising and employment agency fees run an additional $$750,$ on average, per termination, and HR specialists spend an average of four more hours communicating job availability every time another employee quits. Pre$-$employment administrative functions take another two and a half hours per terminating employee, and this excludes pre$-$employment interview time $($one hour, on average$).$ Over the past year, Ups and Downs Inc.$$s records also show that for every candidate hired, three others had to be interviewed. Testing costs per applicant are $$18$ for materials and another $$18$ for scoring. Travel expenses average $$125$ per applicant, and one in every ten new hires is reimbursed an average of $$75,000$ in moving expenses. For those management jobs being filled, a $90-$minute staff meeting is also required, with a department representative $($average pay and benefits of $$47\mathrm{.}75$ per hour$)$ present. In the past year, $17$ meetings were held. Finally, post$-$employment acquisition and dissemination of information takes $75$ minutes, on average, for each new employee. And of course, all these replacements have to be oriented and trained. Equipment furnished to each new employee costs an average of $$1,700,$ and a formal orientation program run by an HR specialist takes $2\mathrm{.}5$ days $(20$ hours$)$ spread over the first two months of employment. New employees made an average of $$32\mathrm{.}50$ per hour in wages and benefits. After that, a formal training program $($run $12$ times last year$)$ takes four $8-$hour days, and trainers make an average of $$49$ per hour in wages and benefits. About $65$ percent of all training costs can be attributed to replacements for those who left. Finally, on$-$the$-$job training lasted three $8-$hour days per new employee, with two new employees assigned to each experienced employee $($average pay and benefits $=$ $$41\mathrm{.}25$ per hour$).$ During training, each experienced employee$$s productivity dropped by $50$ percent. Net DP was $+$$$510,000.$

What did employee turnover cost Ups and Downs Inc. last year? How much per employee who left?