Feedback That Works - Employee Retention at the AWO Psychiatric Center

Against this backdrop, the HR management team set a clear goal: to rethink employee surveys - making them more agile, flexible, and closer to the teams. For the first time, differentiated analyses down to ward level were to be made possible, allowing targeted action exactly where needs arise. From the outset, key requirements were considered: the works council placed particular emphasis on the highest data protection and anonymity standards, while the IT department focused on secure integration into the existing HR system landscape. Based on robust metrics, HR management pursued the goal of deriving and implementing targeted measures in close coordination with executive management and in collaboration with the respective departments, to achieve sustainable improvements in daily work and strengthen employee satisfaction and retention - particularly against the backdrop of skilled labor shortages and rapid organizational change.

Honestly stood out through its combination of flexibility and scientific rigor. The JDR model enabled valid benchmarks with other healthcare institutions, while the platform simultaneously allowed for custom questions and rapid pulse surveys. GDPR-compliant implementation, transparent anonymity thresholds, and the ability to onboard managers step by step were decisive factors. Honestly provided intensive project support with weekly check-ins, videos for specific questions, and a clear implementation plan.

The preparation phase ran from August to November 2024. The project team, consisting of HR, organizational development, training, and IT, met weekly with Honestly's Customer Success team. Together, they defined attributes, selected and customized questions, and established anonymity thresholds. The technical connection via SFTP enabled automated import of employee data twice daily. At the end of November, the first major employee survey went live, featuring 88 questions covering a mix of validated benchmark questions and organization-specific topics.

The platform quickly became the central instrument: heatmaps provided an at-a-glance view of where action was needed. Dashboards with filter options by clinic, department, or professional group enabled differentiated analyses. Managers received access as Report Viewers and could see their own team results for the first time - with clear instructions and tutorial videos.

The participation rate was significantly higher than in previous employee surveys, exceeding internal expectations. More importantly, the results were actively used. At the leadership dialogue in January 2025, all levels discussed the key findings together. Each manager was tasked with presenting concrete initiatives for the two lowest-rated areas by December. Some departments went even further and were already planning a workshop for May to collaboratively work on improvements.

The success was also evident in quick and visible responses: the introduction of Hanse Fit, a health and wellness benefit, was a direct consequence of employee feedback. Additionally, focus surveys were already being planned for specific departments to verify whether the implemented measures were having the desired effect.

Strategically, this marked another important step toward a modern employer culture. Employee feedback is no longer collected on a one-off basis but understood as an ongoing dialogue. The ability to conduct surveys flexibly and promptly - whether on employee development discussions, specific topics in individual departments, or leadership feedback - strengthens employee participation and simultaneously increases organizational agility. The involvement of external stakeholders, such as referral surveys among referring physicians, further underscores the organization's open, learning-oriented approach and the platform's versatile applicability.