Understand what is happening before choosing another programme.

What the diagnostic explores

The diagnostic can bring together organisational information, leadership and employee perspectives, and a review of existing provision. We explore identity, belonging and adaptation alongside practical working conditions and other possible explanations.

• Where people are struggling with joining, changing roles, progression or leaving.
• What may be affecting retention and participation, including workload, management, pay and working conditions.
• What support already exists, who can access it and where gaps or duplication may remain.
• What evidence is available and what can reasonably be concluded from it.

A scope shaped around your needs

After the discovery call, we agree the questions, people involved, evidence sources, reporting arrangements, timescale and fee in a written proposal before any paid work begins. There is no fixed package or automatic commitment to a programme.

Where employee perspectives are included, confidentiality, what will be shared with the organisation and how small identifiable groups will be handled are agreed before information is collected.

What you receive

You receive findings and prioritised recommendations, with the evidence, limitations and areas of uncertainty made clear. The aim is to help you decide where action and resources are most useful.

Where the evidence allows, we examine implications for retention, absence, management time and organisational cost. Recorded costs, modelled scenarios and effects that cannot yet be quantified are reported separately, with assumptions stated. Potential avoided costs are not presented as savings already achieved.

Decide what happens next from the findings

Any follow-on work is agreed separately and should follow the findings. That may mean making better use of what you already have, addressing an operational issue, commissioning tailored development or involving another specialist. The findings may also show that no additional programme is needed.

Possible development options include employee development and apprentice development. Neither is a required purchase after a diagnostic.

If implementation follows, we agree how to review progress against a baseline. Longer-term retention or financial effects require follow-up and may also reflect other changes in the organisation.

Start with a conversation

Tell us about your organisation, the issue you want to understand and what you have already tried. We will discuss whether a diagnostic is an appropriate next step.

This is an organisational review, not clinical diagnosis. AURIS does not guarantee improved retention or a financial return.