How do you get honest, real-time feedback from a hospitality workforce?

Industry

Hospitality

Challenge

In a close-knit, shift-based environment, people rarely share how they genuinely feel. Annual surveys arrived too late to act on and named responses meant people stayed silent. Potters needed an honest, real-time signal and they were not getting one.

Results

Across three check-in cycles in 2026, more than 78% of the Potters Resorts workforce said they were happy or actively happy about working there. For the first time, leadership had a live signal they could read and respond to -not a report that arrived months after the moment had passed.

Key Product

Employee Happiness Score

www.pottersresorts.com/

Cycles Completed

+10%

Response Rate Uplift

+15%

More candid responses

78%

Actively Happy

"For the first time we could see how our people genuinely felt about working here - not once a year, but as it was happening. That changes everything about how you respond."

Thea McCormack

HR Director @ Potters Resorts

About Potters Resorts

Potters Resorts is the UK's only fully inclusive short break destination, operating two five-star resorts and recognised by the Financial Times as one of the UK's top 150 employers. A shift-based, site-spanning workforce means traditional engagement surveys rarely returned a signal fast enough to act on - so Potters set out to find a better way to understand how their people felt about working there, continuously and honestly.

The Challenge

In hospitality, the people who most shape the guest experience are often the hardest to hear from honestly. Potters Resorts operates two five-star resorts with a shift-based, site-spanning workforce - face-to-face roles, early starts, late finishes. Annual surveys arrived too late to act on and a close-knit team environment meant people were unlikely to share candidly with their name attached.

Potters needed a continuous, honest signal from their workforce. Not a retrospective report. Not a better questionnaire. A real-time read on how their people felt about working there - available in time to act on it.

Why EHS®

EHS® gave Potters a single question, asked continuously: how do you feel about working at Potters Resorts? Employees pick the face that best matches how they feel. No lengthy form. Anonymous by default - no named response visible to the team. The result is a continuously updated employee happiness score between 0 and 100.

Anonymous-by-default feedback removes the social friction that stops people sharing honestly in close-knit environments. For a shift-based hospitality workforce, that design difference is the difference between a signal and silence.

How we worked together

Using the EHS materials generator, Potters created branded check-in communications in their own tone - so the check-in arrived as something the workforce recognised, not a generic platform message. Delivery ran across the channels their teams already used: email, SMS, and QR code posters. Participation became a matter of accessibility, not willingness.

Access was structured by role: HR saw organisation-level data, general managers saw the signal for their teams. Each layer had what it needed, without individual responses ever being exposed.

Ask EHS in action

Behind the employee happiness score sits Ask EHS - the explanation layer that surfaces patterns from anonymous feedback without identifying individuals. At Potters, HR used it to understand what was driving score movements: seasonal changes, team dynamics, structural shifts. Line managers used it to open conversations with context rather than guesswork.

The result: a layer of real-time employee insight that is directional, actionable and private

The outcome

Across three check-in cycles in 2026, more than 78% of responses were happy or actively happy - a consistently positive signal from a workforce that now had a safe, simple way to share how they genuinely felt about working there. The employee happiness score became part of the operational rhythm at Potters: a live measure sitting alongside their own Customer Happiness measure and their FT Top 150 recognition, updated continuously and available to the people responsible for acting on it.