People Science

The people science behind
happy, high-performing teams

Nine years of real employee data: 10M+ interactions across 350+ workplaces, measured with clinically validated instruments. Evidence on what drives well-being, engagement, and performance at work.

10M+

Interactions

350+

Workplaces

9

Years of Data

Research Collection

WHO-5 Well-being Assessment

Take the clinically validated well-being index and see how you compare against 2,912 employees across 74 companies.

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Two Ways to Check In: A Morning Reset or an Evening Reckoning

Whether an employee treats the daily check-in as a morning reset or an evening reckoning is one of the most stable things about them, and it tracks well-being closely from their first weeks.

Trust Networks: The Hidden Influencers

72% of the most-trusted people across 31 companies hold no management title. Mapping the informal influence the org chart misses.

The Manager Activity Sequence

Manager activities build on each other. Do them out of order and effectiveness collapses. The right sequence, from 633 managers.

The Well-being Paradox

Across 26 companies, well-being rose while engagement, recognition, and feedback all fell. A year of diverging trends.

What Employees Complain About Before They Leave

Manager complaints predict a 63% exit rate. Compensation predicts 22%. The warning signs appear 90 days early.

WHO-5 Dimensions: The Bottleneck

Rest and calm are the two dimensions that consistently score lowest across 2,912 employees — the hidden ceiling on well-being.

eNPS Barriers: Why They Won't Recommend

Analysis of 34,803 responses reveals the specific barriers that prevent employees from recommending their company.

The Recognition Cascade

Recognition behaviour does not flow from your direct boss. It flows from senior leaders two levels up. A different cascade than reply behaviour, across 908 managers.

The Stress Sweet Spot

Well-being follows an inverted-U with stress. Moderate stress beats both calm and overload by 12–18%, across ~2,200 employees.

The Leadership Cascade

Managers learn reply behaviour from their bosses. The 2.4× multiplier effect that shapes entire org cultures.

The Engaged Exit

The most engaged employees are the highest flight risk. Why satisfaction isn't the same as staying.

Power Skills: What Drives Recognition

Optimism is the skill most strongly associated with receiving peer recognition — not competence or reliability.

The Manager Experience Gap

How managers' own happiness shapes the recognition culture of their teams. The distribution tells the story.

HR eNPS: Bellwether or Bubble?

HR teams score 8.6 points higher on eNPS than the rest of the company — but 38% of orgs see the opposite.

What Actually Drives Team Engagement

A manager's own happiness and reply rate predict team engagement far more than tenure or team size. 633 managers, 60 companies.

Reply Quality Beats Reply Speed

High-quality replies in 1–3 days achieve DEBI 54 vs 29 for rushed same-day replies. 542 managers, 100 companies.

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