1 min read
What to ask when your Employee Happiness Score changes
When your EHS score changes - up or down - the number tells you that something has shifted. It does not tell you what. The score is a prompt, not an...
Management Insight
1 min read
How to improve participation without chasing people
Participation matters. A score built on responses from 30% of your organisation tells a different story to one built on 80%. The higher the...
2 min read
What to do in the second half of your EHS cycle
The first half of an EHS cycle is mostly about setup and watching. Responses come in. The score starts to form. Participation settles. The second...
1 min read
Why people who feel heard perform differently
There is a consistent and well-documented relationship between people feeling genuinely heard at work and how they perform. This is not about the...
1 min read
How to read your early EHS score without overreacting
Early scores almost always raise questions. The number is higher or lower than expected. It moves between cycles in ways that are not immediately...
1 min read
How to talk to your team about EHS before the first check-in
The conversation you have with your team before their first EHS check-in matters more than most leaders realise. People approach an unfamiliar...
1 min read
From score to action: what to do with your early results
A score is only useful if it leads somewhere. The organisations that get the most from measuring how their people feel about working there are not...
1 min read
How to get your team ready for their first check-in
The first check-in your team receives sets the tone for everything that comes after it. If people understand what it is, why it exists and what will...
1 min read
How workplace recognition supports trust and performance
Recognition at work is often discussed as a motivational tool - something you do to make people feel valued and therefore more engaged. That framing...
2 min read
How to spot patterns across teams before they become problems
Organisational problems rarely arrive uniformly. They tend to start somewhere specific - a team under unusual pressure, a manager creating friction,...