What should we actually be tracking?
What to Measure
A short set of leading indicators, the lagging ones everybody uses instead, and why the popular single-number scores carry little information.
Reference
Knowing where you stand
Most of the useful indicators are already in systems you own. The largest failure in this field is not measuring badly — it is measuring and then doing nothing visible.
6 questions
Our survey scores look fine. Can I trust them?
Surveys and Their Limits
Response rates, safety, framing and timing all bias the result — usually in the reassuring direction. How to read a survey sceptically.
Procedure
We surveyed last year and did nothing. Should we survey again?
Acting on the Results
The failure that discredits the whole programme. Asking without acting is worse than not asking, and the recovery is specific.
Procedure
How do I know if people feel able to raise problems?
Measuring Whether People Will Speak Up
Psychological safety is a team-level property with a specific meaning. It is measurable, frequently misunderstood, and not the same as comfort.
Procedure
What should I be watching for in my team?
Signals That Appear Before the Resignation
Behavioural changes that precede the outcomes everyone measures. What to notice, and the important limits on what noticing entitles you to do.
Reference
Our attrition is average. Is that reassuring?
Reading Turnover Properly
An overall rate conceals almost everything. The segmentation that produces findings, and why exit interviews mislead.
Procedure