Employee Experience

Global Pharmaceutical Company

Identifying the barriers to innovation

Using our unique EMOTIX© tool we revealed what 500 employees, across the organization really thought and felt about giving and receiving feedback. We combined this with Psychological Interviews and workplace shadowing, to reveal employees’ opinions and emotional experiences at the company.

The client was known for and dependent on its innovative products and services. However, in recent years innovation dropped dramatically and that’s when we came in.  Unlike our client’s assumptions, we revealed that open communication and the exchange of ideas stagnated because a culture of blame, risk and anxiety had emerged. Furthermore, employees needed training on giving and receiving constructive feedback.

Instead of wasting time and money on irrelevant action steps, our revelations of the real barriers to innovation allowed us to develop interventions that aimed at the root cause of the problem i.e. blame culture and communication.

Largest Food and Beverage Company in the Middle East

Understanding how employees really felt about the company values, their managers and shift in leadership
Food & Beverage retailer

PSYCHOLOGICAL INTERVIEWS with representatives from all businesses and hierarchies. Afterwards we ran our unique Emotix engine with 860 employees to test their conscious and nonconscious association about company values, the leadership and managers.

You’re one of the biggest food & beverage retailers in the Middle East with a highly diverse workforce that spreads across multiple countries. What do you do when your managers do not engage effectively with performance management programmes? And how can you find out exactly how your employees feel about the company’s values?

Well, you go beyond traditional surveys and utilise psychology to identify that employees actually don’t feel supported by their managers in their professional development as they previously claimed in the staff survey;  that a culture of harmony constraints constructive debate and fuels passive aggression; and that low performance can be partially explained by only 30% of the staff feeling recognised for their work, supported and empowered.

New performance management guidelines launched along with an improved recognition scheme across the organisation.