DEI Analytics
The annual DEI report has the same shape everywhere: a set of percentages, a comparison to last year, a paragraph of commitment. What it does not have is a location. Representation at the top being low is a symptom, and the symptom is compatible with a dozen different causes — a pipeline problem, a screening problem, a promotion problem, a retention problem, or four of those at once. You cannot fix any of them from the headline number, and by the time the report is compiled the underlying data is two quarters old.
The useful question is where the funnel actually narrows. That is answerable, but it means measuring at every stage rather than at the end. Skynet keeps that measurement live across your hiring and HR systems and reports it with the honesty about sample size that this subject demands.
How it works
Measure the full lifecycle
Connect your ATS and HR system so the agent can look at every stage: who applies, who gets past screening, who gets an offer, who accepts, who gets promoted, who leaves. Representation is an outcome — these are the places it is produced.
Find where the funnel narrows
The agent compares progression rates across each stage and surfaces where they diverge. A gap at screening is a very different problem from a gap at final round, and needs a very different response. This is what turns a number into something a person can act on.
Report the uncertainty too
Small numbers make unstable percentages, and an unstable percentage on this subject does real damage in both directions. The agent states the sample size behind every figure and says plainly when a movement is noise. It will decline to slice a cut too thin to mean anything.
Protect the individual
Everything is aggregated, with thresholds you set. Below the threshold, results roll up rather than being reported. The agent produces the analysis; every decision, and every interpretation of what a gap means, sits with your people team.
Build it from a prompt
Ask for the lifecycle view rather than the headline.
You get a report that points at a stage instead of a symptom, which is the difference between a commitment and a plan. The numbers are current rather than two quarters stale, and the confidence is stated — so when the team acts, they act on something real, and when they hold off, they know why.