Spotting the risk is the easy part. Knowing what to do about it is where most teams stall.

A model tells you someone is likely to leave. Useful, maybe. But if that’s where it ends, you’ve bought an alert, not an insight. The questions that actually change a decision are harder: why are these people at risk, how do the drivers differ by workgroup, and when does the risk start to surface, so you know where to intervene while it still matters.

This session is about the practice: what it takes to run this work, partner across the business, and get leaders to act on what comes out of it.

Zech Dahms is joined by Laura L. Fisher and Yael Oelbaum, who lead Organizational Effectiveness and People Data Insights. They’re here as practitioners sharing their own perspective on the craft and some of the lessons learned along the way. 

We’ll get into:

• Which data inputs actually matter, and how to choose what’s relevant when nearly everything is measurable
• How behavioral and risk models work in practice, and what separates an output someone acts on from one that’s merely interesting
• What it takes to move a function from reactive reporting to something genuinely proactive
• How People data and Organizational Effectiveness work together, and why that partnership changes what either can do alone
• The pitfalls. The mistakes, blind spots, and well-meaning requests that quietly burn a quarter
• How to push back when someone brings you the wrong question
• What it takes to get an executive team to act, and whether it really does all come down to storytelling

You’ll leave with a sharper sense of which signals are worth building around, a view of how this function partners with the rest of the business, and a practical read on what to do next with the data you already have.