Simple by design

EHS is designed to work quietly in the background of an organisation. It doesn’t rely on survey cycles, long questionnaires, or special events.

Instead, it provides a simple, repeatable way to understand how your people feel over time.

How employees take part

For employees, EHS is deliberately simple. Each check-in always works the same way and takes seconds to complete.

Employees are asked to:

  • choose the face that best reflects how they feel right now

  • optionally add a short comment explaining why

  • submit

There are no long forms, no changing questions, and no survey fatigue. The consistency is intentional, it’s what makes the signal reliable over time.
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How the score works

Every response feeds into a live Employee Happiness Score between 0 and 100.

The score is designed to behave like a KPI leaders already understand. It moves as sentiment changes and can be tracked over time or compared across teams, roles, sites, or any other group the organisation chooses.

To reflect reality, EHS weights the extremes more heavily:

  • actively unhappy responses matter more because they tend to drive outsized cost

  • actively happy responses matter more because they tend to lift performance

How leaders use EHS

For leaders, EHS provides a clear, shared view of sentiment across the organisation.

Leaders can see:
goal, focus, accountability, performance, aim
The current EHS score
report, accountability, data, document, results
How it is trending over time
assign, task, responsibility, accountability, job
Where it differs between teams or groups
evaluation, performance, accountability, employee, review
The main themes behind the score

This makes it possible to distinguish isolated movement from sustained patterns.

Instead of relying on anecdote or waiting for problems to surface in lagging metrics, they have a simple reference point they can return to regularly.

Continuous, not episodic

EHS runs continuously rather than in cycles.

It creates a live view of sentiment over time, rather than a snapshot taken after the fact. This avoids survey fatigue and reflects how pressure actually builds in organisations.
Spread check-ins over time to create a steady heartbeat
Focus on specific teams, roles, or moments
Use EHS around change, onboarding, or return-to-work

This approach avoids survey fatigue while building a clearer picture of movement over time. Problems don’t start on survey day, and EHS isn’t limited to it.

For leaders who want a quicker way to explore the data, ASK EHS allows users to ask simple questions in plain English, such as where sentiment is changing or which areas show rising pressure. It reflects what the EHS score and trends are already showing.

What happens to the feedback

 

The organisation sets the boundaries

Before EHS is used, the organisation decides who feedback can be shared with. This simply defines the available options. EHS does not prescribe who those options should be or how feedback is handled.

The employee stays in control

When an employee chooses to add a comment, they decide where it goes, or whether to share one at all. Nothing is forced, and there is no default obligation to explain.

Feedback reaches the right people

Comments are routed to the people chosen by the employee. They aren’t lost in a system or buried in reports. The aim is simple: insight is visible to the people chosen by the employee.

EHS doesn’t require real-time responses or immediate action. It’s designed to make feedback safe, manageable, and practical, not to create pressure or performative responses.

Earlier visibility changes everything

A signal that behaves like a KPI

EHS makes how people feel visible earlier. It doesn’t tell leaders what to do or replace judgement. Instead, it creates a single, shared signal that leaders pay attention to.

Because it is simple enough to use and consistent over time, that visibility changes behaviour. Organisations gain a live view of how people feel while there is still time to manage pressure before it turns into cost.
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Why engagement is the wrong lens
Engagement is a lagging, abstract concept.
Emotion is immediate and actionable.
Leaders don’t need more scores about engagement.

 
They need to know what’s happening inside teams right now.

Why annual surveys arrive too late

Annual and quarterly surveys describe the past. By the time results are shared, people have already disengaged and problems have hardened.

Late insight leads to late action. Late action increases cost and disruption.

EHS captures reality while leaders can still influence outcomes.
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Emotion as a leading indicator

Emotion predicts how people work. It affects focus, energy, collaboration, and decision quality.

When emotion shifts, performance follows. Measuring emotion gives leaders earlier control over results.
What leaders miss today

Without real-time emotional data, leaders miss silent burnout, team-level stress, and localised friction.

These gaps create surprises.

Surprises damage confidence and consistency. EHS closes those gaps.

What Our Customers Say

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John Smith
Director of Marketing
★★★★★
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John Smith
Director of Marketing
★★★★★
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John Smith
Director of Marketing
★★★★★
Cupping chicharrones hexagon vaporware. Helvetica beard taiyaki, DIY drinking vinegar PBR&B tonx vape godard tofu. Meggings echo park taxidermy big mood asymmetrical next level.
John Smith
Director of Marketing
★★★★★
Cupping chicharrones hexagon vaporware. Helvetica beard taiyaki, DIY drinking vinegar PBR&B tonx vape godard tofu. Meggings echo park taxidermy big mood asymmetrical next level.
John Smith
Director of Marketing
★★★★★
Cupping chicharrones hexagon vaporware. Helvetica beard taiyaki, DIY drinking vinegar PBR&B tonx vape godard tofu. Meggings echo park taxidermy big mood asymmetrical next level.
John Smith
Director of Marketing
★★★★★

Get earlier visibility into people pressure

A simple first step towards reducing avoidable people cost.

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