Who we work with
Start with the situation, not the sector.
We work with organizational leaders who need more context around participation, performance, communication, and adaptation. A defined question matters more than a broad promise of fit.
How does this relate to employee retention? TPI helps organizations examine conditions and observable changes that may matter in retention conversations. Those changes can inform questions about support; they do not establish why someone leaves or predict who will stay.
New employees and workforce transitions
The first weeks are changing how people respond.
Situation
A new employee or returning participant is learning unfamiliar expectations while still being evaluated on performance.
- What may be visible
- Hesitation, fewer questions, inconsistent follow-through, or early withdrawal.
- What may be missed
- How expectations, feedback, access to support, and consequential decisions are being absorbed.
- Why earlier visibility matters
- Managers and program teams can examine conditions and ask more useful questions in new hire retention conversations—without predicting who will leave.
Follow the early-experience question
Understand
The First 90 Days Under Pressure
What employees and organizations reveal while learning to work together.
Apply
First 90 Days Review
Examine one observable change before assigning meaning.
Estimate
Pressure Cost Calculator
When turnover cost is the question, use your own direct cost information. The estimate does not explain why people leave.
Training and cohort participation
Attendance changes before the reason is clear.
Workforce development, educational, early-career, and community mobility programs may see missed milestones while participants manage work, transportation, caregiving, finances, or new expectations.
Earlier context can support coaching, outreach, retention planning, and referrals. Training cohort retention is an organizational question to explore, not a result TPI guarantees.
- A missed session
- A question about conditions
- A responsible support conversation
High demand and changing expectations
Performance can continue while the conditions change.
Employers and frontline operations may be adapting to staffing changes, high demand, or new technology. Reliable output alone may not show how those demands are being absorbed.
Executive, operations, talent, training, and change leaders can use contextual questions alongside the knowledge of coaches, case managers, and support teams.
- New systems or responsibilities
- Continued performance demands
- Changing communication or response
This may be relevant if…
- A defined population, transition, or participation change needs closer understanding.
- You are willing to examine organizational conditions as well as individual behavior.
- You will protect privacy and use group-level information for learning and support.
- You want additional context rather than labels.
This may not be the right fit if…
You need diagnosis, treatment, employee surveillance, a guaranteed turnover prediction, or a score to justify a punitive decision.
It may also be less useful when there is no defined question or when an existing trusted system already supplies timely context.
Does this fit the question your organization is facing?
Start with your organizational question, the population involved, and what has changed.