Workplace assessments for the moments that matter

Catch a bad start before it becomes a resignation.

A two-way onboarding review: the new starter, manager and closest colleagues answer 15 consistent measures plus five prompts tailored to day 30, 60 or 90. Gaps show where the induction is failing.

• Covers role clarity, ramp-up, integration, support and intent to stay
• Two-way: measures your induction, not just the new starter
• Early-warning score on retention risk in the first 90 days

Every new starter and anyone moving into a new role internally. - The new starter, their manager, a buddy and 2-3 close colleagues. - At 30, 60 and 90 days - or just at 90 days.

Walk into the probation meeting with evidence, not vibes.

A two-way end-of-probation review: the new starter and their manager rate the same 15 statements on performance, independence, team fit and the support actually received. Gaps and agreement both matter when you decide to confirm, extend or part ways.

• Two-way: measures the support given, not just the person
• Evidence base for the confirm or extend decision
• Pairs with the 30/60/90 onboarding check-in for the full first-six-months picture

Every employee approaching the end of probation. - The new starter and their manager. - In the final month of probation, before the review meeting.

Prove that the training changed something.

Run it before a course and again 8-12 weeks after. The same 12 statements are rated by the learner, their manager and colleagues, so you get a measurable before-and-after on knowledge, application, visible behaviour change and results.

• Kirkpatrick levels 2-4 in one short questionnaire
• Directly comparable pre and post scores - the delta is your L&D ROI
• Board-ready evidence that development spend is working

Anyone completing a qualification, course or development programme. - The learner, their manager and 2-4 colleagues who see the work. - Once before the training, once 8-12 weeks after.

Find the gaps before you spend the budget.

A structured skills audit: the person and their manager rate the same 18 capability statements across job knowledge, core skills, people skills, self-management and digital confidence. The gap profile tells you exactly where development spend will pay off.

• 18 capability statements rated by self and manager
• Self vs manager gaps show blind spots and hidden strengths
• A ready-made priority list for your training plan

Anyone whose development you are planning this year. - The person and their manager - add a senior colleague for a wider view. - Annually, before setting the training budget or appraisal cycle.

How your frontline really comes across.

A behaviour-based 180 for customer-facing staff: the person, their manager and colleagues rate 15 observable service behaviours from first impressions to handling complaints. Useful anywhere customers, clients, learners or patients meet your team.

• Observable behaviours, not personality judgements
• Self vs others gaps on the moments customers remember
• Pairs with the training impact review to prove service training worked

Anyone in a customer, client or learner-facing role. - Self, manager and 2-4 colleagues who see them work with customers. - Annually, or after customer service training.

Eighteen questions that tell you how the team is really doing.

A team-level pulse covering psychological safety, clarity, workload and wellbeing, collaboration, manager support and recognition. Run it quarterly and watch the trend, not just the snapshot.

• Evidence-based safety, clarity and wellbeing items - not a happiness survey
• Pooled, unattributed responses so people answer honestly
• Six themes that tell a manager exactly where to intervene

Any team of four or more. - Everyone in the team - responses are pooled, never attributed. - Quarterly.

See burnout coming before the sick note.

A team-level wellbeing check covering energy and workload, stress and support, balance, safety nets and morale. Pooled and unattributed, so people answer honestly. Run it quarterly alongside or between team pulses.

• About how people are, not how the team works - complements the team pulse
• Pooled, unattributed responses so people answer honestly
• Early-warning scores on burnout and attrition risk

Any team of four or more. - Everyone in the team - responses are pooled, never attributed. - Quarterly.

Does everyone actually get a fair shot here?

A team-level survey on fair treatment, voice, belonging, opportunity and how difference is handled day to day. Pooled and unattributed. Gives you honest EDI evidence beyond the policy documents.

• Measures lived experience, not policy paperwork
• Pooled, unattributed responses
• Evidence you can act on and re-measure

Any team or whole organisation. - Everyone in the team - responses are pooled, never attributed. - Annually, or every six months while you are working on it.

Leavers tell you what stayers will not.

A short survey for departing staff covering why they are leaving, how they experienced management, workload, growth and whether they would recommend you. Invite leavers into one ongoing survey so answers are pooled - a survey with a single leaver shows that person's answers.

• Confidential, and pooled when several leavers are in one survey
• Five themes that separate fixable problems from market forces
• Builds a retention picture across leavers over time

Any organisation that wants to understand its turnover. - The leaver only - pooled once several leavers are in the same survey. - Every leaver, in their final two weeks.

A focused two-way reset for the second half of the year.

A concise self, manager and colleague view of delivery, ways of working and the few changes that matter before year end.

• Start / Stop / Continue structure
• Self and manager comparison
• Clear second-half priorities

Anyone with annual objectives or an appraisal cycle. - Self, manager and 2-4 colleagues. - At the midpoint between annual reviews.

Test readiness for stretch without confusing confidence with potential.

A multi-rater view of learning agility, judgement, influence and readiness for broader responsibility.

• Evidence-based potential signals
• Separates ambition from readiness
• Targeted stretch actions

People being considered for broader or more complex roles. - Self, manager, peers and stakeholders who have seen them in stretch situations. - Before a talent review, succession decision or stretch assignment.

Find where distance is creating friction or unequal access.

A pooled team diagnostic for clarity, information access, inclusion, meetings, boundaries and trust across locations.

• Checks location equity
• Pooled, unattributed responses
• Practical operating-rhythm actions

Remote, hybrid and multi-site teams of four or more. - Everyone in the team - responses are pooled, never attributed. - Every six months, or after changing the team's working pattern.

See whether people understand, trust and can deliver the change.

A pooled diagnostic covering the case for change, personal impact, trust, voice, capacity, skills and implementation confidence.

• Separates resistance from practical blockers
• Pooled, unattributed responses
• Measures readiness before and during change

Teams preparing for a restructure, system launch or new operating model. - Everyone affected by the change - responses are pooled, never attributed. - Before launch, then again at a major implementation checkpoint.

Make commercial coaching about observable choices, not personality.

A self, manager and colleague view of discovery, customer value, judgement and disciplined follow-through.

• Real customer scenarios
• Self vs manager gaps
• Coachable commercial behaviours

Sales, account management, partnerships and commercial roles. - Self, manager and 2-4 colleagues who observe customer or commercial work. - Before and after sales or commercial development, or annually.