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Week 1: Reading the team
Find out what is draining the team and whether people are thinking of leaving, as honest patterns, so the stay conversation opens with something true.
People and HR · Facilitator-led
Three pieces of evidence and two rehearsed conversations, in the four weeks before someone resigns.
A four-week program for managers with one person they may be about to lose, assigned by an HR or people lead, built on Renatus. One anonymous team pulse, two research reports and two simulation rooms · Four weeks, one room a week and two in the last · Unlimited attempts · Ongoing thereafter.
4 weeks · 5 rooms · Total time 1 hour 55 min
Sign up to continueManagers with one person, or a few, they are worried about losing, and the HR or people lead who assigns it before the resignation.
A four-week program for managers with one person they may be about to lose, assigned by an HR or people lead, built on Renatus. One anonymous team pulse, two research reports and two simulation rooms · Four weeks, one room a week and two in the last · Unlimited attempts · Ongoing thereafter.
Every member of the manager's team, including the person who may leave, answers on their own: what is energising them in their work right now, what is draining them, one thing they would change if they could, one thing they would never want changed, an honest read on whether they are considering leaving, and what management could do that would help.
Set-up: the manager's perspective, which is evaluating pay for someone on the team; the specific job title or role; the industry or sector; the geographic region and the specific countries; the seniority level; years of experience; and the company size context.
Set-up: the name of the company, the specific role or job title being considered, the location of the role, and the type of decision.
Calibration: the manager's role and seniority, the kind of conversation being simulated, who they are having it with, and what is at stake.
Calibration: role title, the power gap (peer-level senior, one-up, two-up or C-suite), industry or sector, a brief description of working context, and the organisation website as an option.
A manager who suspects that someone on the team is about to leave usually holds the conversation after the resignation, when the only thing left to offer is money, and the person takes it and leaves eight months later for the reason nobody asked about. This program prepares them to hold it before, through evidence and rehearsal. Ren reads the team in its own words, researches what the person's role pays and what they would find at the employer they would most likely go to, then builds the stay conversation from the manager's real role and situation and plays the person in it, so every rehearsal is new and moves with what the manager says.
Find out what is draining the team and whether people are thinking of leaving, as honest patterns, so the stay conversation opens with something true.
Know what the person's role pays in the market, so the pay part of the conversation is fact.
Know what the person would find at the likely destination, from public evidence, so the conversation is about the real alternative and not the imagined one.
Find the real reason, not the stated one, and commit only to what can be delivered