That is the part we do.
Talk to ApekshaThe survey comes from HR. The results go back to HR. So people answer the version of the truth that is safe to say. The scores look fine. The problems stay.
Knowing that psychological safety scored 42 in Engineering does not tell anyone what to do on Monday morning. So the deck gets presented, and the year repeats.
44%
of employees are thriving, down from 66% in 2024. The lowest Mercer has ever recorded.
71%
of managers never received feedback training before stepping into the role.
100 to 213%
of annual salary is the cost of replacing one person who leaves.
Mercer Global Talent Trends 2026 · Radical Candor 2026 · Gallup and SHRM 2026
Four things, running on a rhythm: a pulse that asks better questions, workshops built from what it finds, private conversations for anyone who wants one, and a psychologist on the bench for what sits outside our scope.
We are not a coaching firm and not a counselling service. We help people think through workplace situations they are stuck on, with someone who has been on both sides of the table.
Around twenty questions, eight minutes, a private link per person.
Every response feeds scores across twenty workplace themes, cut by department and level.
Department level findings, and a working session to decide what to do about them.
Workshops built from that quarter's themes, plus private conversations for anyone who wants one.
"I feel comfortable speaking up at work." Strongly disagree to strongly agree.
Everybody knows the safe answer. Most people give it.
You disagree with a decision your manager made in front of the team. What actually happens next?
I say it in the room · I raise it privately after · I mention it to a peer, not them · I let it go entirely
There is no obviously correct answer. So people tell you what they actually do.
Asking everything at once takes an hour and nobody finishes it. Four core questions run every cycle. Five themes rotate in behind them, and each theme keeps its questions permanently, so you are always comparing like with like.
This is not about whether HR can be trusted. It is that HR sits inside the same organisation, and people weigh what they say to anyone who does. It is also how we keep the people you are about to lose: we know who is close to leaving, and we work with them quietly. Handing you that list would put a label on them. You get the retention. We hold the names.
One session a quarter, grouped by level rather than by problem. Twenty sessions sit in the bank. Which ones run is decided by the pulse, not by a catalogue chosen in January.
Run for individual contributors, new people managers, experienced managers and senior leaders.
Anyone can book. Weekday hours, weekday evenings or Saturday mornings, all equally available and no reason required. Booking goes through us, never your calendar system.
We will never tell you who came. If something needs your formal process, such as harassment, discrimination or a safety issue, we do not handle it quietly instead. We help that person get it into your process properly.
Founder of Humanly, your thinking partner
Thirteen years across talent acquisition, HR business partnering and organisational development. The workplace side of things: friction, decisions, managers, teams, careers.
Mental health and psychological safety
Runs one psychological safety session each quarter, and is available for private counselling, billed directly and independently of us.
The line between us is deliberate. Where something is beyond a workplace conversation, it moves to someone qualified.
People will not believe the confidentiality promise yet, so they will answer carefully. What changes their mind is not the survey. It is watching a quarter go by in which nothing they said came back to them through their manager. Cycle two is where the real answers start. We would rather you knew that now than felt it in March.
Tell me what is going on. The full deck, including what it costs, comes after the first conversation.