Aumla Winning with Wellbeing
Data-driven HR strategy – from employee insights to action
How can organisations use employee insights as a basis for better leadership, work environment and wellbeing? Miriam Sundholm and Karin Dahl, Head of HR at Winningtemp, talk about continuous measurement, psychological safety, leadership and moving from gut feeling to informed decisions.
Karin DahlHead of HR at Winningtemp
The conversation is in Swedish.
Employee insights as a basis for development
At Winningtemp, continuous measurement of engagement and wellbeing is part of everyday leadership. Regular pulse surveys give managers insights they can use to follow trends over time, spot changes and follow up on initiatives – so the organisation doesn’t just measure what employees experience, but uses it as a basis for dialogue and action.
Psychological safety as a precondition for engagement
A recurring theme is psychological safety. When employees feel they can be themselves, ask questions and share ideas, there are better conditions for dialogue, learning and engagement. Karin stresses leadership’s role in creating that culture.
Engagement is built in the dialogue between manager and employee.
The manager’s role in turning insight into action
Employee data is input – but much of the change happens in conversations between managers and employees about motivation, purpose and development, not least in times of change. Data can help managers understand what’s really happening instead of relying on assumptions: moving from guessing to listening, understanding and acting.
From employee data to strategic direction
An employee survey doesn’t create change on its own. That is central to Aumla’s view of strategy: insight → strategy → implementation → measurement → improvement. Continuous insights can become part of the organisation’s broader work on the work environment, health and leadership.
Key takeaways
- Continuous pulse surveys can become part of everyday leadership.
- Psychological safety is a precondition for dialogue, learning and engagement.
- Change happens in the dialogue between manager and employee.
- Data is valuable when it leads to priorities and action.
