The architecture of your
human performance, measured.

Arrive with energy and intention. Volunteer for extra tasks without being asked. Stay late not because they have to but because they want to see something through. Their language is "we" not "they" when talking about the organization.

Recommend the company to friends and former colleagues without prompting. Defend the organization in social settings when others criticize it. Share company news and wins on personal social media. Act as informal brand ambassadors in the talent market.

Mentor newer or struggling colleagues proactively. Give honest upward feedback to their manager. Build informal networks across teams. Are often the person others go to for advice or direction.

Recognition that is genuine and specific — not generic praise. Continued growth and challenge — they disengage quickly when bored. Involvement in decisions that affect their work. Visibility to senior leadership who can sponsor their next step.

Advocates are the most attractive candidates for competitors. Because they are high performers and good ambassadors, they are actively headhunted. They also notice when the organization stops investing in them before anyone else does. Losing one Advocate typically costs more than losing three Passengers.

High scores across all Core pillars and all Experience sections. Trust and Belonging typically ≥80. Manager Experience and Growth & Career are the sections most predictive of converting Passengers into Advocates.

Do not wait for them to signal dissatisfaction — they rarely do before leaving. Proactive recognition, a clear next step conversation, and involvement in meaningful projects are the three most effective retention levers.

Do their job to the expected standard — no more, no less. Rarely initiate but respond well when asked. Meet deadlines without needing chasing but rarely deliver ahead of schedule. Their performance is predictable and adequate.

Neither champion nor critic. Answer "it's fine" or "it's okay" when asked about their job. Would not actively recommend the organization but would not warn friends away either. Their silence in exit interviews or conversations about culture is itself a signal.

Polite and collegial but rarely form strong bonds at work. Follow instructions without pushback but also without enthusiasm. Unlikely to cover for colleagues voluntarily or go beyond their defined responsibilities.

A reason to care more — usually found in Meaning or Growth. Passengers often have more to give than they currently show. The question is whether the organization has given them a compelling reason to give it. A good manager who notices them is often sufficient to shift a Passenger toward Advocate.

Passengers are migration-risk in both directions. A deteriorating experience or a poor manager can push them to Quiet Quitter or Flight Risk quickly. A positive intervention — recognition, a new challenge, a development conversation — can lift them to Advocate. The danger is assuming they are "fine" because they are not complaining.

Moderate scores across Experience sections — typically 60–74 range. Growth & Career and Meaning are the sections most likely to differentiate a Passenger from an Advocate. Manager Experience is the fastest lever.

Individual manager conversations are the highest-impact investment for this segment. A 30-minute development conversation, a meaningful stretch assignment, or a specific piece of recognition can shift a Passenger's trajectory significantly.

Increasingly disengaged from day-to-day work. Longer response times on emails and messages. Attendance at non-essential meetings drops. Begin to disengage from future-oriented conversations — project planning, next year's goals, long-term commitments. Often updating their CV or LinkedIn profile actively.

Begin to speak in past tense about their time here. "When I was doing X" rather than "when I do X." Increasingly critical in informal conversations but rarely in formal channels. Start networking externally and making themselves visible to other employers.

Emotional distance from the team. Stop investing in relationships they do not see as long-term. May become less collaborative or less willing to share knowledge — unconsciously protecting themselves from over-commitment to a place they are leaving.

Usually one of three root causes: Career ceiling — they cannot see where they go next from here. Relationship breakdown — with their direct manager specifically. Compensation gap — they have been offered or can see a materially better offer elsewhere. In rare cases it is a values misalignment — they no longer believe in what the organization stands for.

Flight Risk is not the same as Already Gone. Research suggests that 40–60% of people who intend to leave can be retained if a meaningful conversation happens within 30 days of the signal. After 60 days the window closes rapidly. The most important thing is to have the conversation — not to make assumptions about what they need.

Low Stay score (≤2) is the defining signal. Cross-reference with Growth & Career — if GC3 (career path visibility) is also low, career ceiling is the driver. If Manager Experience is low, the relationship is the driver. If Reward is low, compensation is the driver.

Immediate direct conversation — not a survey, not an email, not a form. A human conversation with their direct manager or HRBP asking genuinely: what would need to change for you to see yourself here long term? Then act on the answer within two weeks or the credibility of the conversation is destroyed.

Always present, rarely late, never absent unnecessarily. Do exactly what is in their job description and nothing beyond. Clock-watch without making it obvious. Decline or find reasons to avoid additional responsibilities. Their work is technically acceptable but lacks energy, creativity, or initiative.

"I just work here." A phrase Quiet Quitters use without irony. Work is a transaction — time for money — not a source of meaning or identity. They have psychologically separated from the organization's success. Your wins are not their wins. Your losses are not their concern.

Polite but transactional. Do not form strong workplace relationships. Rarely mentor others or contribute beyond their lane. May create subtle friction in high-performing teams who feel they are carrying an unequal share. Not actively obstructive — just absent from the discretionary effort that makes teams exceptional.

Quiet Quitters stay for reasons that have nothing to do with engagement: Security — they need the income and the role feels safe. Inertia — leaving requires effort they are not currently motivated to expend. External constraints — family, location, market conditions make moving difficult. The organization should not confuse retention with engagement.

This is the most expensive segment per person because the cost is invisible. No recruitment fee, no handover cost, no obvious disruption. Just a sustained 20–30% reduction in output quality and contribution from a person who is physically occupying a role that could be filled by someone engaged. In a 500-person organization with 20% Quiet Quitters, this represents the equivalent of 20–30 full-time positions of lost productive capacity.

The defining combination is low Strive (≤2) despite adequate Stay (≥4). Cross-reference with Meaning scores — M3 (real impact) and M4 (personal fulfilment) are typically the lowest scoring items for this group. Role design and manager quality are the primary levers.

This segment requires the most nuanced intervention. A direct "why aren't you trying harder" conversation is counterproductive. The right approach is a genuine strengths and fulfilment conversation: what part of this work used to give you energy? What has changed? The goal is to diagnose whether this is a role design problem, a manager problem, or a values misalignment — each requires a different response.

Minimal effort — do only what is necessary to avoid formal consequences. Often visibly unhappy or frustrated. Attendance may be inconsistent. Resist change and new initiatives actively. Can create a gravitational pull toward negativity in team environments — their attitude is contagious and affects those around them.

Actively negative in both internal and external conversations. Warn others away from joining the organization. Share negative experiences publicly — social media, professional networks, employer review sites. In team settings, are often the voice of cynicism that undermines others' motivation. The phrase "nothing ever changes here" is typical of this segment.

Relationship with direct manager is typically broken or deeply strained. May have unresolved grievances — formal or informal — that were not adequately addressed. Often have a history of conflict or misalignment with leadership. Peers find them draining and may actively avoid working with them.

Detractors are almost never born — they are made. The most common origin stories: A broken promise — something significant that was committed and not delivered. An unfair treatment experience — a promotion denied, a pay decision that felt arbitrary, a concern raised and ignored. A values violation — witnessing something that crossed their ethical line with no consequence for the perpetrator. Sustained neglect — years of feeling invisible, undervalued, and unheard.

Not all Detractors can or should be recovered. The first question is whether the underlying cause is addressable. If it is — a direct, honest conversation acknowledging what went wrong is the starting point. Empty engagement programmes will not work on this segment. If the cause is not addressable or the relationship is irreparably broken, the most humane outcome for both parties is a managed exit. Leaving a committed Detractor in place is one of the most damaging decisions a leader can make.

Low scores across all three Engagement outcomes AND typically low Core scores — particularly Trust (T2: colleagues straightforward, T3: respect) and Belonging (B2: raise concerns, B4: belong). Often a long tenure combined with low Growth & Career scores. History of unresolved concerns is a strong predictor.

Start with a direct, private conversation that begins with listening — not defending. Acknowledge what you hear. Then assess honestly: is this recoverable? If yes, define specific visible changes with a time commitment. If no, work toward a dignified and fair exit. The worst outcome is a conversation that promises change and delivers nothing — that converts a Detractor into a permanently entrenched one.