Survey Analysis Report · March 2026

Employee Experience
Pulse Survey

15
Respondents
10
Questions
−7
HR NPS Score
62%
Feel AI-Ready
Key Findings at a Glance
60%
Overall HR Rating ≥ 4 Most employees rate HR experience positively; no one gave a 0 or 1.
60%
Supported Onboarding 60% felt "Very" or "Somewhat" supported during onboarding.
40%
Onboarding Gap 40% felt neutral or unsupported — a meaningful area for improvement.
60%
L&D Engagement Online courses are the #1 development format (60% uptake).
60%
Psychological Safety 60% feel balanced and safe; only 13% report feeling unsafe.
38%
AI Readiness Gap 38% do not feel equipped for AI-driven change — a future risk.
Q1 & Q2 — HR Experience & Onboarding Support
Overall HR Experience Rating
Q1 · Scale 0–5 · n=15
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Mean score ≈ 3.6/5. Almost half of respondents (47%) gave a 4 out of 5. No one chose 0 or 1, indicating a baseline of trust — but room to move more people from 3→4 and 4→5.
Onboarding Support Level
Q2 · n=15
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20% felt somewhat unsupported — yet no one chose "Not supported at all." Open responses (Q3) point to clearer role expectations and better system access as quick wins.
Q3 — What Would Have Made Onboarding Better?
Open-ended responses (selected themes)
"More transparency about role expectations from day one"
"Faster access to project management tools"
"A clear onboarding plan with a task checklist"
"Better welcome materials and system access from day one"
"More 1:1 meetings with the manager in the first week"
"Maybe a bit more time to absorb the company culture"
Clearer expectations Tool access Structured plan Manager 1:1s Welcome materials Culture immersion
Q4 & Q5 — Learning & Development
L&D Opportunities Accessed
Q4 · Multiple choice · 27 total selections from 15 respondents
  • Online courses
    60%
  • Workshops
    53%
  • Mentoring
    47%
  • Job rotations
    20%
  • Other
    0%
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Average respondent uses 1.8 formats. Job rotations are underutilised — one Q7 response specifically requests cross-department rotations as a wellbeing measure.
Skills Employees Want to Develop
Q5 · Open-ended · themes extracted
  • AI & Automation
    top
  • Data Analysis
    high
  • Leadership
    high
  • Project Mgmt
    med
  • UX Design
    med
  • Negotiation
    low
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Organizational support is mostly confirmed by respondents, but project management drew an "unsure" — suggesting uneven access to L&D budgets.
Q6 & Q8 — Wellbeing & AI Readiness
Psychological Safety & Work-Life Balance
Q6 · n=15
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60% feel balanced and safe, which is a solid foundation. However, 13% report feeling unbalanced or unsafe — a small but meaningful group worth investigating. The 27% Neutral response suggests room to actively strengthen a sense of safety rather than assuming the status quo is sufficient.
Felt Equipped for AI & Automation
Q8 · n=13 (2 skipped)
62%
Yes — 8 respondents
38%
No — 5 respondents
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Over a third feel unprepared. This aligns with the top skill desire: AI & automation tools. Combined with Q5 data, there is a clear case for an organisation-wide AI upskilling programme.
Q7 — Wellbeing Support Suggestions
What could HR do that isn't currently in place?
"Option to work in other departments for a week"
"Better communication about available benefits"
"Flexible working hours"
"Mindfulness workshops would be great"
"A mentoring program for new employees"
"Everything is already great – nothing missing"
Q10 — Net Promoter Score
−7
HR NPS Score
Range: −100 to +100
Detractors
33%
Passives
40%
Promoters
27%
NPS = % Promoters − % Detractors = 27% − 33% = −7
A score of −7 is below the neutral line. The large Passive segment (40%) represents an opportunity: converting passives to promoters through targeted improvements could shift the score significantly positive.
Q9 — Vision: Ideal Workplace in 5 Years
What employees envision — and where HR fits in
Open-ended responses · key themes
"A flexible organisation with a proactive HR team"
"A culture of trust with HR as an employee advocate"
"An open innovation culture with HR as a facilitator"
"Less politics and more meritocracy"
"Hybrid office with HR as a strategic partner"
"An innovative workplace with HR as a coach"
HR as strategic partner Flexibility & hybrid Culture of trust Meritocracy HR as coach Innovation Employee advocacy More remote / digital HR
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Respondents consistently position HR not as an administrative function, but as a strategic, people-first partner. The language of "coach," "facilitator," and "advocate" signals a desire for a more visible, proactive HR presence.
Recommendations
  1. 01
    Rebuild onboarding with a structured 30-day plan
    Introduce a task checklist, pre-day-one system access, and at least two manager 1:1s in week one. Address the role-clarity gap that multiple respondents cited.
    High Priority
  2. 02
    Launch an AI & automation upskilling programme
    38% feel unprepared for AI-driven change and it is the #1 skill employees want to develop. A structured learning path blending online courses and workshops would address both Q5 and Q8 findings simultaneously.
    High Priority
  3. 03
    Communicate benefits more proactively
    Multiple wellbeing responses (Q7) suggest employees are unaware of existing benefits. A quarterly HR newsletter or benefits portal could convert Passives into Promoters and improve the NPS score.
    Medium Priority
  4. 04
    Pilot a cross-department rotation programme
    Requested in both Q4 (job rotations underused at 20%) and Q7 (explicit suggestion). Low cost, high impact on engagement and retention.
    Medium Priority
  5. 05
    Formalise HR's role as a strategic people partner
    Q9 responses strongly envision HR as coach, advocate, and mediator. Increasing HR visibility in team meetings and strategy discussions would align with employee expectations and support NPS recovery.
    Long-term