⸺ CONSULTING
Measure the Culture Before You Try to Fix It
What belonging is worth
Belonging is not a soft metric. Research published in Harvard Business Review found that employees with a strong sense of belonging showed a 56% increase in job performance, a 50% reduction in turnover risk, and 75% fewer sick days — an estimated $52 million a year in gains for a 10,000-person organization.
Your organization is not that organization. The number that matters is yours: what your turnover actually costs, where it’s concentrated, which managers and units it clusters under, and how much of it is preventable. Every engagement begins by establishing that figure. The investment follows from it.
⸺ INVESTMENT
What it costs
Workforce Retention Packages from $22,500. Expanded assessment batteries, turnover cost modeling, attrition pattern analysis by role, tenure, division, and supervisor, on-site focus groups, manager workshops, and executive coaching are quoted at scoping.
Ongoing implementation support is available at $5,000 per month.
SBWS Assessments from $3,500.
Fees are exclusive of travel. Every engagement begins with a scoping conversation.
⸺ THE BATTERY
What we measure
The Sense of Belonging in the Workplace Scale. Produced by Cam’s doctoral research, the SBWS measures five components of workplace belonging: Accepted & Liked, Known & Understood, Purpose & Status, Respect & Voice, and Safety & Trust.
A validated psychological safety scale. Measured directly rather than inferred from engagement scores.
Direct supervisor questions. Belonging is delivered or destroyed by direct supervisors, so supervisors are measured separately.
Stay-interview questions. Asked of the people who are still here, while they are still here. The battery is kept deliberately short, because a survey nobody finishes tells you nothing.
⸺ HOW IT WORKS
How an engagement works
1. Scoping call. We define the population, the timeline, and what you already suspect is wrong.
2. Measure. The battery goes out to your people. You send your employee and turnover records.
3. Findings. Belonging, psychological safety, manager quality, and stay-interview responses read against your actual attrition by role, tenure, division, and supervisor.
4. Corroborate, then build. Focus groups test the findings against lived experience. A manager workshop and coaching follow, with implementation support available on retainer.
⸺ IDEAL CLIENT
Who this is for
Senior leaders, executives, and HR and people-ops leadership in healthcare systems, financial services firms, and other organizations where retention, innovation, and culture risk show up directly in the numbers.
Particularly relevant for multi-site and multi-country operations where a culture failure becomes an operational failure, and where turnover is already visible in the financials.
⸺ NEXT STEP