Talent Retention Strategy and Risk Survey.

Outcome: a clear view of where retention risk is concentrated and the conditions driving it.

• We begin with the Talent Practices Survey. It measures five retention drivers and uses the three way partnership between the individual, manager and organisation to show where action is needed.
• The survey separates concentrated risk in critical roles and high-impact populations from broader retention issues, so the organisation can focus on the decisions that matter most.
• For clients using TalentPrint, the survey can be read alongside existing performance and assessment evidence to prioritise the most useful next actions.

Outcome: a short, evidence-led list of the drivers that need attention first.

• The survey data is analysed to identify the primary drivers of disengagement across the organisation. Drivers are segmented by team, role level, and tenure - because the reasons a senior leader considers leaving are rarely the same as the reasons a junior employee does.
• We distinguish between drivers that are within the organisation's control and those that are not. Development opportunities, manager quality, and role clarity are controllable. Market conditions and competitor offers are not. Retention strategy focuses on the controllable drivers.
• The driver analysis produces a priority list: the two or three conditions that, if improved, would have the greatest impact on retention across the highest-risk segments. This prevents the organisation from trying to fix everything and achieving nothing.

Outcome: practical retention interventions matched to the people and roles most at risk.

• Retention interventions are designed by segment, not applied uniformly. The interventions for high-impact individuals in critical roles are different from those for the broader workforce. A blanket approach dilutes the investment and misses the people who matter most.
• For standalone engagements, the strategy focuses on structural interventions: role design, development investment, recognition practices, and manager behaviour. These are changes the organisation can implement without a technology platform.
• For clients using TalentPrint, the strategy also includes individual-level actions. HR and managers can see the specific retention risk factors for each individual and design targeted responses - a development conversation, a role adjustment, or a direct manager intervention - before the person decides to leave.

Outcome: managers know which conversations and actions will make a difference.

• Manager quality is the single most consistent predictor of voluntary attrition. People do not leave organisations - they leave managers. This step addresses the manager capability gaps that the driver analysis identified as retention risks.
• For standalone engagements, we run a targeted manager enablement programme focused on the specific behaviours that drive retention: development conversations, recognition, role clarity, and psychological safety. The programme is built around the gaps the survey identified, not a generic management curriculum.
• For clients using TalentPrint with TAILA, managers get access to AI-generated coaching guidance specific to each of their direct reports. TAILA surfaces the retention risk signals for each individual and gives the manager a specific, actionable recommendation - not a generic prompt to 'have a development conversation'.

Outcome: an owned plan with specific interventions, timelines and review points.

• The retention action plan is a structured document with specific interventions, owners, timelines, and success metrics. It is not a list of recommendations - it is an implementation plan with accountability built in.
• We run an action planning workshop with HR and the relevant leadership team to assign ownership and confirm timelines. Actions without owners do not get done. The workshop ensures that every intervention has a named accountable person before the engagement closes.
• Progress against the plan is reviewed at 30, 60, and 90 days. We identify which actions have been completed, which are stalled, and what the early indicators suggest about retention impact. This prevents the plan from being filed and forgotten after the engagement ends.

Outcome: a regular view of retention indicators and the evidence to adapt the plan.

• Retention is not a one-time intervention. The conditions that drive attrition change as the organisation grows, the market shifts, and the workforce evolves. Ongoing monitoring ensures that the retention strategy stays current.
• For clients using DataWiz, retention indicators are tracked continuously - engagement scores, development plan completion rates, performance trends, and absenteeism patterns. The dashboard surfaces early warning signals before they become attrition events.
• The Talent Practices Survey is re-run on a 12-month cycle to measure whether the conditions that drove the original risk have improved. The year-on-year comparison shows which interventions worked, which did not, and where the next cycle of investment should focus.