Our approach

We agree the scope with you and prepare the ground, so the survey and interviews run smoothly and your people know what to expect.

• We agree which team or organisation is in scope, and who the survey and interviews will reach.
• Nothing to install: no login, no software and no integrations within your organisation.
• We can leverage the investment in your current platforms and wellbeing tools, diagnosing your existing survey data to gain further insights.
• Participation is voluntary and completely anonymous. Organisational leaders will not know who has participated.

An 8-minute confidential survey to capture employee sentiment. This is Phase 1, the Organisational Health & Culture Assessment.

• Eight factors are assessed across leadership, psychological safety, employee wellbeing and employee experience.
• Low touch process for both employees and organisations.
• A 15-20% participation rate is needed for a statistically reliable sample, depending on the size of the team or company.
• The summary report aggregates data to ensure individuals cannot be identified.
• Areas of strength and potential risks are reported.

Confidential one-to-one interviews, conducted by a practitioner with a cross-section of leaders and non-leaders. This is where Phase 2 begins.

• Interview questions are informed by the survey data and explore the themes in more detail.
• We interview a minimum of 12 employees and leaders, each for about 45 minutes. For larger organisations, 25 interviews are conducted.
• Deep insights are obtained from individuals when there is trust, confidentiality and independence.
• Interviews are transcribed and anonymised before ingestion into the Helder platform.

Interview and survey data are analysed together within Helder’s AI-assisted Three-Factor Framework™.

• We focus on themes and patterns across the data, not individuals, to detect structural and organisational factors impacting workplace culture.
• While our AI model assists in the automation of data processing and analysis, decisions are practitioner-led.
• At the check-in we discuss the emerging themes with you, ahead of the final report.

A detailed report of the survey and interview findings, including prioritised recommendations and potential ROI.

• Boards, investors and leadership teams get earlier visibility of the conditions that may be increasing exposure to burnout, unwanted turnover, presenteeism and poor decision-making.
• An evidence base for targeted preventative action, before those risks translate into harm, operational disruption or financial loss.
• To measure change over time, we recommend annual reviews for three years. The more data we collect, the better the insights.