A shared retention baseline
Turnover, vacancies, and time-to-fill in one view, with clear definitions and data limitations.
Flagship Advisory for Human Services and Nonprofit Leaders
Retention Advisory
A 90-Day Workforce Stability Pilot
When turnover and vacancies keep returning, leaders need a clearer picture of what is driving the pattern and a practical way to respond. This focused advisory pilot helps executive and HR leaders establish a workforce baseline, agree on priorities, support consistent manager practices, and show the board what is changing.
$3,750 per month · 90-day pilot · $11,250 total
Led by Lee Williams, a career navigator, engineer, and adjunct instructor with an M.S. in Organizational Leadership. His approach connects workforce practice, organizational learning, and ongoing doctoral study.
Meet Lee and see the approach · See illustrative work productsBuilt for leaders responsible for workforce stability
This engagement is designed for executive directors, CEOs, and HR leaders in human services, IDD services, and nonprofit organizations that need executive focus, HR coordination, and accountable action.
- Recurring frontline or DSP turnover
- Vacancies affecting service continuity
- Inconsistent supervisor touchpoints
- Board questions without a clear workforce picture
The pilot works best when an executive sponsor and HR lead can participate, share available aggregate workforce data, and assign owners to agreed actions.
What the 90 days produce
An accountable workforce priority plan
A focused plan with named ownership and timelines, refined through monthly advisory sessions.
A sustainable manager touchpoint rhythm
Agreed routines that leaders can continue after the pilot.
A one-page quarterly retention scorecard brings the baseline, actions, and emerging indicators into a format the board can review.
These are tangible work products and practices. A 90-day engagement may establish useful leading indicators before longer-term retention results can be evaluated. Adoption does not establish that the pilot caused a reduction in turnover.
The 90-Day Plan
Days 1–30 | Establish the baseline
Agree on the workforce question, review available aggregate data, identify gaps, and select the first priority. Establish an executive sponsor and working definitions.
Days 31–60 | Put the priority into practice
Use the advisory session and manager office hours to support implementation, clarify ownership, and examine practical barriers. Refine the plan with the executive and HR lead.
Days 61–90 | Review and sustain
Review agreed indicators and action progress, complete the quarterly board scorecard, and establish the next operating rhythm. At day 75, both parties decide whether ongoing advisory is the right next step.
See what the work looks like
One-page workforce scorecard preview
Illustrative example. Not client results. Actual priorities and measures are agreed for each engagement.
Turnover
Reporting period: To be agreed
Baseline: To be established · Current observation: Client data required
Data limitation: To be documented
Next action / owner: To be agreed / designated
Vacancy
Reporting period: To be agreed
Baseline: To be established · Current observation: Client data required
Data limitation: To be documented
Next action / owner: To be agreed / designated
Time-to-fill
Reporting period: To be agreed
Baseline: To be established · Current observation: Client data required
Data limitation: To be documented
Next action / owner: To be agreed / designated
Progress on the agreed workforce priority
Reporting period: To be agreed
Baseline: To be established · Current observation: Client data required
Data limitation: To be documented
Next action / owner: To be agreed / designated
Metric definitions are agreed and used consistently. A change in an indicator requires context; this scorecard does not establish that the advisory caused the change.
Workforce priority plan preview
Illustrative example. Not client results. Actual priorities and measures are agreed for each engagement.
Possible priority: Consistent supervisor development conversations.
Question: Do supervisors have a workable rhythm for discussing employee development?
Proposed action: Agree on a practical touchpoint routine and support its use.
Accountable owner: To be designated.
Timeline: To be agreed.
Implementation evidence: Completion of agreed touchpoints and review of barriers.
One possible focus, not a prescribed solution or an additional promised deliverable. Development conversations alone do not resolve pay, workload, staffing, or other retention factors.
Focused support throughout the pilot
- Three executive and HR workforce priority sessions, one 90-minute session per month.
- Direct asynchronous advisory access with a 48-hour response commitment under the written service agreement.
- Three manager and supervisor office-hours sessions, one per month.
- One one-page quarterly retention scorecard for board review.
- Three success gates agreed in writing before starting: a retention baseline, a priority plan with named ownership and timeline, and a manager touchpoint rhythm that continues beyond the pilot.
Delivery arrangements are confirmed in the written scope.
A defined commitment with a clear review point
$3,750 per month
Three monthly installments for a 90-day pilot. Total pilot investment: $11,250. The engagement begins after scope and success gates are agreed in writing.
At day 75, we review fit and next steps together. After the pilot, an ongoing advisory engagement is month to month with 30 days’ notice under the written agreement.
Recruiting, policy writing, investigations, and benefits administration are not included. Additional needs are scoped separately.
Engagement details
Unused time does not roll over. The offer includes one 30-day pause per year with 15 days’ notice. Applicability during the pilot and billing during a pause are clarified in the written agreement.
Inquiry → fit discussion → written scope → signed agreement → Stripe invoice.
Request a Retention ConsultationPractical workforce experience. A disciplined way to work.
I work in career navigation, helping people understand development opportunities and move toward meaningful career paths. That work brings me close to the questions organizations face when employees are deciding whether they can grow, contribute, and stay. I connect that perspective with organizational development, leadership, and learning to help leaders examine workforce challenges and choose practical next steps.
I am an engineer and an adjunct instructor with an M.S. in Organizational Leadership, and I am continuing my study as an EdD student in Leadership and Innovation at Purdue University Global. My engineering background shapes how I examine patterns, test assumptions, clarify handoffs, and build feedback into a plan. Teaching strengthens how I explain ideas and support learning. My lived experience keeps the human consequences of organizational decisions in view.
Organizational development helps us examine conditions and design workable changes. Leadership clarifies sponsorship, decisions, and accountability. Organizational learning provides a cycle of action, feedback, and adjustment. Career navigation keeps employees’ options and advancement in view.
- Understand the pattern: Review aggregate data and the executive and HR perspective, separating what is known from what needs checking.
- Select a priority: Agree on a feasible area within leadership’s influence and state why it matters.
- Assign ownership: Name the responsible person, timeline, and manager routine needed to put the priority into practice.
- Review and learn: Examine action progress and agreed indicators, identify barriers, and adjust the next step.
My ongoing study examines workforce development and retention questions; this advisory engagement brings a structured approach to those concerns.
Workforce stability is affected by compensation, staffing conditions, supervision, scheduling, role clarity, advancement, and organizational practices. The pilot examines factors within leaders’ influence while recognizing external constraints. It does not promise to resolve funding or wage inadequacy.
More about LeeA focused engagement within the Lee Williams approach
Retention Advisory provides a defined starting point for workforce stability. Where relevant, the work can draw on STABILIZE™ Organizational Resilience System for organizational diagnosis, BELONG™ Organizational Design System for the conditions that shape employee experience, and STRIDE™ Workforce Advancement System for advancement and workforce capability. Full framework implementation is scoped separately.
Workforce stability is an operating concern
In the 2024 NCI-IDD State of the Workforce survey, 26% of responding agencies reported turning away or stopping new referrals because of staffing issues. The survey covered providers supporting adults with intellectual and developmental disabilities across 26 states and Washington, D.C. These findings provide sector context, not evidence of this pilot’s results.
Source: 2024 NCI-IDD State of the Workforce survey summaryQuestions about the pilot
Who is this designed for?
Executive and HR leaders at human services and nonprofit organizations experiencing frontline workforce pressure.
What if our data are incomplete?
We start with available aggregate data, identify gaps, and agree on definitions and limitations. An extensive data-cleaning project is not included.
Is this recruiting or outsourced HR?
No. This is a scoped advisory engagement. Recruiting, policy writing, investigations, and benefits administration are excluded; additional needs are scoped separately.
Will turnover fall within 90 days?
The success gates focus on baseline, priorities, ownership, and sustainable practices. Retention outcomes depend on organizational conditions and implementation and are not guaranteed.
What happens after the pilot?
At day 75, both parties review fit and next steps. Any continuation is agreed together, then month to month with 30 days’ notice under the written agreement.
Is full STABILIZE™, BELONG™, or STRIDE™ implementation included?
No. Full framework implementation is separately scoped.
How do we begin?
Submit an inquiry, discuss fit, then confirm scope and success gates in writing. A signed agreement precedes the invoice.
How much does it cost?
$3,750 per month for three months, invoiced monthly. The total pilot investment is $11,250.
Start with the workforce challenge you need to resolve
Tell me where turnover, vacancies, or inconsistent manager practices are creating pressure. We can discuss whether the 90-day pilot fits your organization’s priorities and readiness.
info@iamleewilliams.com · 857-228-6003
Request a Retention Consultation
Please describe the challenge at an organizational level. Do not include employee names, personnel records, medical information, or other sensitive details.
We begin with an inquiry and fit discussion. Scope, success gates, and delivery arrangements are confirmed in writing.