For companies · Retention
The good ones leave first, and they leave politely.
A second senior departure this year, and the exit interview said “a great opportunity.” The people with the most options read the room earliest. They are not leaving for money. They are leaving because no one ever asked them what they wanted their future here to be, and a recruiter did.
A person reads every note and writes back. No deck, no demo.
What you have been told it is
Three explanations, and the people who were going still went.
The market
So you matched the offer, and the person who was going still went, a quarter later.
Culture
So you ran the survey, and the survey confirmed the problem.
Engagement
So you added the perk, and the people who were going still went.
What it actually is
Retention is an assessment each person makes, quietly.
About whether this company intends a future for them. Bonus programs provide no answer to that assessment; a conversation does. Most companies have never held it. Their best people’s assessments were never asked for, their concerns were never heard, and a resentment they could not voice made the recruiter’s call sound like relief.
Underneath lives the mood the company calls disengagement, which is resignation with a corporate name: nothing I do here will make a difference. People in that mood do not leave at once. They leave in their work first.
What it is already costing you
The people the company can least replace, and the signal they send.
Everyone watches them go. The cost to replace a senior person runs to multiples of salary, and none of it buys back what they knew.
Who is the next one? You can usually find out in time.
A call with us. No pitch, no deck.
Where companies are when they arrive
Nobody arrives in general. Find the one that stings.
What the work is
What is different on this page.
The private seat is where a person first says what they want
To something that cannot report them. COROS works with each person on their own future here: what they are after, what would make it worth staying, what they have not been able to say.
We interview for the futures never offered
Across the people you cannot replace, we listen for whose future here was never named. Then we come back with exactly what we can do.
The conversation about each key person’s future, held here first
Before the recruiter holds it, by someone who will do something with the answer. A company whose people can say what they want, and ask for it.
COROS stays
The mood turns before the resignation arrives, and the mood is visible, if anyone is looking in the right place. COROS shows you where it is turning, in time to have the conversation. It holds the company’s state of action, promises, moods and breakdowns, for the whole company and never for a name.
Never a window into any individual
Every person keeps a private, confidential coach.
Two memories. Yours holds your conversations, and it is yours alone. Your company’s holds only what is shared between people: the concerns, the conversations, the commitments. Never a personal detail.
A person says what they want to something that cannot report them. The organization sees the whole: the mood turning, the conversations about people’s futures getting held, the breakthroughs arriving. Never a transcript, never a name. Enough to know the conversations are happening in time.
What changes
The conversation happens here first.
The conversation happens here first
About each key person’s future inside the company, before a recruiter holds it.
People can say what they want, and ask for it
Which is the only retention plan that has ever held anyone.
The number the board asks for moves
Voluntary departures among the people you named as irreplaceable, in the units you already report.
Fair questions
The questions that come up in the first call.
Is this a wellness benefit?
No. Wellness treats the person as the problem. This treats the missing conversation as the problem, and the conversation is between you and them.
How will I know it is working?
Voluntary departures among the people you named as irreplaceable, read before and after, and the surveys your organization already runs.
Is this a productivity tool?
No. Productivity tools assume people already know how to ask and promise. This works one level down, where those tools get their input.
What does leadership see?
The company picture: the work moving, the stuckness getting resolved, the moods turning ambitious, the breakthroughs arriving. Never a transcript, never a name, and never a map of who is stuck. That is a promise no contract changes.
The terms
Every price in the open, and nothing priced before we have told you what we found.
Free to start for every person, as themselves. Company plans are priced per seat and start at $2,500 a month, with every price on the pricing page, where you can build your own plan in a minute. Human mentors are there by the session when a person needs a person. The interviews come first, and everything is priced after we have told you what we found.
The outcome we count with you is voluntary departures among the people you named as irreplaceable.
The people you cannot replace, kept: a conversation about each key person’s future inside the company, held before the recruiter holds it.
An hour, one on one. You tell us what your company is up to and where it is stuck. We listen, and then we come back with what COROS could do, in plain terms, and what it would cost. If the honest answer is nothing, we say so.
Book a call with us →Would rather we came to you? Ask us to get in touch, with a line about your situation. A person reads every note, and writes back.