Focusing manager retention conversations
Identifies employees with elevated departure risk and the clearest recorded contributing factor. Gives managers a specific basis for a supportive retention conversation.
— Organisation & Workforce
Keeps a standing read on the risk universe in scope, working through risk registers, controls and policy documents on a regular cycle to show where each risk stands, what has moved since the last run and which items now need an owner's attention.
2–3 weeks → ~25 minutes
For a full population, not a sample
No coding required
— USE CASES
Identifies employees with elevated departure risk and the clearest recorded contributing factor. Gives managers a specific basis for a supportive retention conversation.
Shows how assessed departure risk is distributed across departments. Helps leadership distinguish concentrated concerns from broader workforce trends.
Maintains a period-by-period history of assessments, making increases, reductions and persistent concerns visible.
Provides a one-page leadership summary of current risk and departmental patterns. Limits personal identifiers in reporting to employee name and department.
— HOW IT BEHAVES
The mechanics behind this specific template — what it reads, what it calculates, and where a human stays in the loop.
Each row of your export is processed on the same basis, so no risk is skipped however long the table is.
Movement across the risk universe in scope is visualised from the computed data, so the trend is legible at a glance.
Findings on the risk universe in scope are written up as a document that reads like professional output, with each claim tied back to a risk.
Derived columns are added row by row, keeping your source data and the judgement about each risk side by side.
Detail rows are summarised into the grouped view of the risk universe in scope without losing the underlying risks.
Retention concerns often sit across disconnected workforce measures, making it difficult to distinguish isolated signals from a wider pattern. In practice it shows up as focusing manager retention conversations: identifies employees with elevated departure risk and the clearest recorded contributing factor. Gives managers a specific basis for a supportive retention conversation. It is the kind of work that decides whether a recommendation survives scrutiny — and the kind that quietly eats 2–3 weeks of senior time whenever it comes round.
Skillsize turns that work into a Skill: you supply the material, and what comes back is individual departure-risk bands with the clearest recorded contributing factor, with period-by-period assessment history. What sits between input and output is the codified method: thresholds, sequencing and the points where a human confirms a call — all of it visible and editable in the Skill. The practical effect: 2–3 weeks of manual work becomes a ~25 minutes run, held to an identical standard on the tenth engagement as on the first.
Talent Flight Risk Radar exports as a structured SKILL.md file and is MCP-ready, so the same method runs in ChatGPT, Claude, Copilot or your own AI products. Adapt it to your methodology, and the intelligence stays yours — not locked to one vendor.
Redesigns workflows and roles around the practical use of AI, producing a board-ready plan with task-level recommendations, costed capacity gains and clear workforce implications.
Matches available consultant capacity against the work coming down the pipeline each week, showing where people are about to sit idle, where demand will outstrip the skills you have and which pairings genuinely fit.
Runs a recurring skills survey across the workforce on a set cycle, building a living view of skills and utilisation by department that leadership can track month over month.
Ranks candidate locations against weighted workforce and business criteria, tests how cost assumptions affect the result, and produces a board-ready recommendation with a traceable evidence base.
Reviews a workforce metrics pack and states what the measures actually imply, rather than restating the numbers.
Builds the core workforce plan by comparing what a strategy requires against current workforce and skills evidence, expressed as roles and capability gaps.