You turn "who might quit" into a measurable question
The resignation that surprises you is rarely the one that should. The signals sit there for months: a top performer who stops volunteering for stretch projects, whose one-on-ones get shorter, whose pay slips a notch below market while recruiters start circling.
You see why a score isn't a signal until it predicts behavior
Engagement carries real weight in your scoring, yet for most teams the only data on hand is a single annual survey number — a 3.9 out of 5 that lands in a slide deck, gets a nod, and changes nothing. A score that can't tell you what to do next isn't a measurement.
You move from a flag to a funded action
A finding is not a result. You can hand leadership "senior engineers on the platform team are 3x more likely to leave," "compensation transparency scores dropped eleven points," and "four analysts sit more than $7,500 below their pay band midpoint with no documented reason" — and still nothing changes.
You catch the four lines you can cross without noticing
Your flight-risk model returns its first ranked list. Twelve names sit at the top, sorted by probability of leaving within ninety days.