APV: How to cover your full work environment in one measurement
Running APV and the employee survey separately costs 30–50 % more time and lowers response rates. See how to combine them in one measurement.
Other articles
APV: How to cover your full work environment in one measurement
Combining the work environment assessment (APV) and the employee survey means running both measurements in a single questionnaire that covers physical safety, psychological work environment and engagement at the same time. Running them separately typically costs HR and the work environment committee 30–50 % more time, produces overlapping data, and lowers response rates because employees are asked the same things twice. This article shows why APV and employee survey overlap, what you gain by merging them, how to design the combined questionnaire, and what to watch out for so the merger doesn't dilute either measurement.
Safety culture: Why rules on paper don't prevent accidents — and how to measure what employees actually do
Safety culture is the shared set of habits, behaviours and leadership signals that determine whether written safety rules are followed in practice. Most workplaces have a safety handbook, signs and procedures — but the gap between rules on paper and behaviour in the moment is where accidents happen, and it is invisible until you measure it. This article shows why safety handbooks alone don't prevent accidents, what a strong safety culture looks like in practice, how to measure it using a validated framework (NOSACQ-50), and how to convert measurement results into prioritised interventions.
7 things leadership should do before the next engagement survey
An employee engagement survey is a structured measurement of how employees experience their work, leadership, recognition and development — and most of them fail to drive change because the leadership decisions that determine the outcome are made before the survey goes out, not after the data comes in. Without a clear purpose, an honest plan for follow-up, and a leadership team that has agreed on what it will do with the results, even a well-designed survey produces a report that nobody acts on. This article gives leadership the seven things to fix before the next engagement survey is launched — based on the most common patterns Ramboll's HR consultants and organisational psychologists see across hundreds of customer projects.
How to interpret employee survey results: 6 questions that separate useful insight from a wasted measurement
Interpreting employee survey results is the analytical work of separating signal from noise — identifying which scores actually require action, which reflect natural variation, and which point to underlying patterns the headline numbers hide. Done well, it produces a focused action plan with two or three priorities. Done poorly, it produces a 40-page report no one acts on. This article gives you the six questions experienced HR analysts ask before they touch the action plan. Asked in order, they prevent the most common interpretation mistakes — over-reacting to small sample noise, missing patterns across dimensions, and treating uniform variation as if it were a single problem.
Quiet quitting: How to spot it, what it costs you, and how to bring engagement back
Quiet quitting is the gradual mental disengagement of employees who keep their jobs but stop investing discretionary effort, ambition or initiative. According to Gallup's State of the Global Workplace: 2024 Report, 72 % of the European workforce shows low engagement — meaning most teams are already affected, whether leadership has named it or not. This article shows what quiet quitting looks like in practice, why it happens, what it costs the organisation, and how to use employee surveys to spot it before it spreads.
Employee survey follow-up: Why 70 % of surveys fail at this step
Employee survey follow-up is the structured process of turning survey results into communicated decisions, action plans and visible change. It is the single biggest predictor of whether a survey produces value or quietly erodes employee trust — and it is the step where roughly 70 % of all employee surveys fail. This article shows what good follow-up looks like in practice, the five-step process that consistently works, how to write SMART action plan goals, and what to do when results come back stronger than expected.
360-degree leadership evaluation
A 360-degree leadership evaluation is a structured feedback process that collects input on a leader's behaviour and effectiveness from their manager, peers, direct reports and the leaders themselves. Without that 360° view, leadership development relies on the narrow line of sight that one boss has — and that is the single biggest reason leadership programmes fail to change behaviour. This article shows what a 360° evaluation actually measures, when to use it, how to design it so leaders act on the results, and the typical pitfalls that turn the process from a development tool into a compliance exercise.
Onboarding and exit surveys
Onboarding and exit surveys are structured measurement instruments that capture what employees experience at the two most decisive points in their employment — the first 90 days and the final weeks. Replacing a single mid-level employee costs 75–125 % of annual salary (Phillips, 2003) — and 25 % of new hires leave within the first year (Harpelund & Højbjerg, 2016). Without data from those two moments, retention strategy is guesswork. This article shows what onboarding and exit surveys measure, why they are the most cost-effective retention instruments available, how to design them, and how to turn the results into actions that actually reduce turnover.