People Analytics
Turning fragmented workforce data into a board-level retention view
A distributed care provider had three HR systems, an annual engagement survey nobody acted on, and a board asking why clinical attrition kept rising. The people team could produce reports but could not produce an answer.
- Sector
- Healthcare & Life Sciences
- Region
- United States and Canada
- Duration
- 11 weeks
- HR systems reconciled into one view
- 3HR systems reconciled into one view
- Executive decisions the model was built to serve
- 6Executive decisions the model was built to serve
- Page board narrative replacing the reporting pack
- 1Page board narrative replacing the reporting pack
- 01Started with the six decisions the executive team actually needed to make, then worked backwards to the metrics.
- 02Assessed data readiness across the three systems and resolved the definitional conflicts first.
- 03Built a retention risk view segmented by role, site, tenure, and manager rather than a single company-wide number.
- 04Handed the model and the operating rhythm to the internal team with enablement sessions.
Outcome
What changed.
- A single retention narrative the board could interrogate in one page.
- Risk concentrated and named at site and manager level rather than averaged away.
- Internal team running the quarterly refresh without external support.
Representative mandate profiles. Client identities are withheld and details are generalised to protect confidentiality.
Next step
Bring us a mandate with the same shape.
Every engagement starts with a confidential conversation about the business moment behind the role — no pitch deck, no obligation.
