Attrition risk assessment.
See which divisions, departments and teams are likely to see a rise in attrition, what it would cost you, and what to do about it, before the resignations start or a deal completes.
Your biggest risks don’t show up in a spreadsheet.
In the channel, a handful of people carry the vendor relationships, the key accounts and the technical know-how. When a whole team starts to drift, revenue and momentum go with it, and most businesses only find out when the resignations arrive.
Our attrition risk assessment maps your critical roles, benchmarks reward against the wider IT channel market, tests how hard competitors are pulling on each function, and scores attrition risk department by department. If half a team is open to moving, that is a problem with the team, not with one person. In M&A it becomes talent due diligence: flagging the pockets of risk that never appear in the data room.
What you get
Critical role mapping
Which roles carry the revenue, the relationships and the technical knowledge, and where a single departure would hurt most.
Department risk scoring
An independent view of which divisions, departments and teams are most exposed, based on reward, market demand and the patterns that come before a rise in resignations.
Reward benchmarking
How your packages compare to the channel market, so pay gaps are fixed before a competitor exploits them.
Costed retention plan
Which teams to prioritise, what it will take to stabilise them, and the value at risk if you don’t. In a deal, run alongside your commercial and financial due diligence.
Patterns, not people.
The assessment looks for risk across divisions, departments and teams, not at individuals. If half of a 100-person team is open to a move, that is a problem with the team, and it is one you can fix before the resignations arrive.
- 1Map the businessWhich divisions, departments and teams carry your revenue, vendor relationships, certifications and service delivery.
- 2Reward positionHow pay, commission and benefits in each function compare with the IT channel market for the same roles and region.
- 3Market pullHow much demand there is for each team’s skills, drawn from our live searches and market conversations.
- 4Change and engagementRestructures, leadership or commission changes, and progression, gathered through conversations with your leadership team.
- 5Value at riskWhat a rise in attrition in each area would cost in revenue, replacement and time to hire, so you know where to act first.
Our safeguards
- Team level, not individual. Findings are reported by division, department and team. We do not score or name individual employees.
- Confidential. Everything shared with us is treated in confidence and reported only to the people you choose.
- Only what we need. We work from structure, headcount, reward and market information.
- Handled under UK GDPR. Any information we receive is stored securely, accessed only by the engagement team, and returned or deleted when the work ends.
More detail on how we handle personal information is in our privacy policy.
Four steps, run to your timetable
Brief
We agree the scope, the timetable and the decision the assessment needs to support, whether that is a retention plan, a restructure or a deal.
Map
We map the structure, the critical functions and the teams the business genuinely depends on.
Assess
We benchmark reward, test market pull on those roles, and score attrition risk for each department and team.
Plan
You get a written retention plan with costed actions, ranked by the value at risk.
When an attrition risk assessment pays for itself
- Before and after an acquisition, merger or investment
- When a competitor starts hiring from your team
- Ahead of a restructure, reorganisation or change of leadership
- When a few people hold your key vendor or customer relationships
- Private equity backing a buy-and-build in the channel
Worried a team is about to unravel?
A short, confidential conversation is usually enough to tell you where your biggest attrition risks sit and whether a formal assessment is worth running.