In most workplaces, the honest picture of what employees are experiencing lives in hallway conversations and exit interviews. A listening survey changes that. Maybe people are leaving or morale seems off, growth is straining how things work, or you want to get ahead of emerging concerns. Maybe this is your first formal look at what employees think, or maybe you just want to confirm that what seems to be working is actually working. An Employee Listening Survey & Action Plan gives you a survey designed for your workforce, analyzed for patterns and themes, and delivered as a clear report you can read, discuss, and act on, with specific, prioritized recommendations and action planning based on best practices.

The report matters, but what your organization does with it matters more. Every engagement closes with a written report, action planning based on best practices, and a live walkthrough with you and anyone else you'd like to include.

If you'd like help acting on the results, I can also facilitate a working session to set owners, dates, and a plan for telling employees what happens next. That is scoped separately.

Every survey is built around your specific workforce. For smaller teams, the approach adapts: when response volume is limited, analysis leads with themes and careful interpretation rather than statistics, so the findings stay honest and useful regardless of headcount.

Results are reported as the share of favorable, neutral, and unfavorable responses for each index, next to the themes and tone of the open-text comments, so you can see both the pattern and the reasons behind it.

Survey topics, drawn from established research

Who does the work. I design and lead every engagement myself. I hold an M.A. in Industrial-Organizational Psychology, and my background includes employee listening, survey analysis, and organizational culture analytics. More about me

Most teams never get a clear, honest picture of how they're actually functioning. A Team Health Diagnostic provides that picture. Maybe your team is navigating growth, working through a leadership change, or dealing with friction that's affecting results. Or maybe things are going well and you just want to understand what's making it work. It's a structured evaluation that looks at three distinct layers at the same time:

What makes this diagnostic different is the perception gap analysis. Most team surveys just report averages, and averages hide the real story: when one team member rates trust at a 5 and another rates it at a 2, the average of 3.5 tells you almost nothing useful. This assessment looks at the spread in answers directly, mapping where team members see things differently. That disagreement is often the most useful signal you'll get.

The survey also has each team member rate the team’s core tasks on two things: how important the task is, and how much it depends on other people. Seeing those ratings side by side shows where everyone agrees on what matters and where people see the work differently.

It works for a single team, several teams compared side by side, or an entire workforce treated as one team.

The deliverable is a Team Dynamics Report with clear areas of strength, prioritized opportunities, and targeted, evidence-based recommendations your team lead or manager can put to work.

For very small teams, I take extra care so no one can be picked out of the results, and I treat the findings as directional rather than exact. If you'd like help turning the findings into agreed next steps, I can also facilitate a working session after the debrief. That is scoped separately.

What the assessment examines

Who does the work. I design and lead every engagement myself. I hold an M.A. in Industrial-Organizational Psychology, and my background includes workforce assessment, survey analysis, and organizational culture analytics. More about me

Change is rarely a single moment. Sometimes it's a restructuring from six months ago that still has people unsettled, or a technology rollout that technically launched but never quite landed. Sometimes it's a leadership transition that left the organization misaligned in ways no one has fully named. And sometimes it's a change on the horizon that you suspect your workforce isn't ready for.

The Change Readiness Pulse & Roadmap is a structured diagnostic built for all of it: changes that are coming, changes that are underway, and changes that are already behind you. It's also the right choice for organizations that want a deeper, more targeted look at employee sentiment and engagement around a specific initiative or challenge, beyond what a general listening survey covers.

It combines focus groups with a survey built around the factors that matter most: whether the change makes sense to people, change readiness, management support, communication clarity, and employee confidence, along with what is getting in the way, such as tools, process, or workload. Together, these build a complete picture of where your organization stands and what specific steps will move things forward.

The deliverable is a report that explains what's driving the results, with prioritized findings and tailored recommendations you can act on. It's practical, evidence-based, and specific to your organization's culture, structure, and resources, built from what your people actually told me, not generic best practices pulled from somewhere else.

What this is and isn't. I assess readiness and recommend what to do next. I don't manage the change itself, and I don't give legal or compliance advice.

If you'd like help acting on the findings, I can also facilitate a working session to set owners, dates, and a plan for communicating with employees. That is scoped separately.

What the assessment examines

Who does the work. I design and lead every engagement myself. I hold an M.A. in Industrial-Organizational Psychology, and my background includes employee listening, organizational culture analytics, and executive reporting. More about me

When performance isn't where it should be, training is often the first thing organizations reach for. Sometimes that's the right call. Often it isn't. The problem might be a process issue, a tool gap, unclear expectations, or a management routine that needs attention. Training cannot address any of these.

It is most useful when you're weighing a training program or manager development, when onboarding is taking longer than it should, or when a new tool or process isn't being adopted.

A Training Needs Assessment helps you figure out which one you're dealing with before committing the budget. Through interviews and a targeted survey of the people in the role, this assessment maps what the job actually requires, where genuine skill gaps exist, and whether training is the right solution. The result is a clear, prioritized report that tells you what to train, who needs it most, and why, along with any non-training barriers that should be addressed first. When only a few people hold the role, I rely on interviews rather than a survey, so the findings stay honest.

This assessment identifies what training is needed and why. It does not design or deliver the training itself. The report gives you the information you need to decide where to invest in development. For organizations that want a head start on structuring the training itself, a high-level learning outline for the top-priority need is available as an add-on.

Who does the work. I design and lead every engagement myself. I hold an M.A. in Industrial-Organizational Psychology, and my background includes workforce assessment, competency modeling, and training and leadership development. More about me

For most organizations, performance reviews are an afterthought. A generic template gets dusted off once a year, ratings vary from manager to manager, and the process feels arbitrary to the people on the receiving end. That's not really a people problem, it's a design problem.

A Performance Standards & Review Toolkit gives your organization a custom set of performance expectations for a specific role or team, grounded in what the job actually requires and described in clear, observable behavioral terms. Managers walk away with a tool they can apply consistently, employees get a transparent standard to work toward, and performance conversations become easier to navigate for everyone involved.

The work starts with conversations with the people closest to the role: managers who evaluate it and the people who do it. Their real examples of what strong, solid, and developing performance looks like become the foundation, rather than generic competency frameworks imported from somewhere else. The depth scales to the need: a practical role scorecard when you need clear standards quickly, or a more thoroughly tested review tool when the role is more complex or the stakes are higher.

Your decisions stay yours. The toolkit is built to make reviews clearer and more consistent. It isn't legal advice, and it doesn't set pay or promotion rules. I recommend having your HR lead or legal counsel review the finished tools before you use them in decisions about pay, promotion, or discipline.

Who does the work. I design and lead every engagement myself. I hold an M.A. in Industrial-Organizational Psychology, and my background includes exam development, psychometric analysis, and competency modeling. More about me