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When High Well-being Doesn’t Stop Curiosity

At Saphe, well-being isn’t something measured once in a while. It’s a strategic priority and a natural part of the company culture.

Even though the organization already scores high on well-being, one driving force keeps pushing them forward: curiosity.

Curiosity about what creates even stronger teams. About the small trends hidden in the data. And about how to build even more psychological safety — also between the surveys.

From Measurement to Action: Workshop with HR and Management

To make sure well-being data turned into real action, Saphe began its collaboration with Woba through a workshop facilitated by Woba’s experienced well-being consultant, Mette Kronback.

The purpose was clear:
To make well-being data an active management tool, not just another report in the inbox.

“At Saphe, high well-being is not a final goal — it’s a starting point for curiosity, learning, and prevention.
With Woba, we now have a shared language for psychological safety and a data-driven dialogue that allows us to act before problems grow.”
_{— HR Manager, Saphe}

A Rethinking of Measurement

Instead of following a standard format, Saphe designed a model that fits their culture:

• Surveys every 2 months with about 15 questions
• More depth without compromising response rates
• Continuous adjustment of questions based on feedback from both leaders and employees

The result is a survey framework that is always relevant, valid, and meaningful — and experienced as helpful, not burdensome.

Feedback Culture and Psychological Safety at the Center

One of Saphe’s main focus areas is building a safe and open feedback culture — not only through surveys, but as an integrated part of daily work.

During the workshop, it became clear how continuous feedback and dialogue can:

• Strengthen psychological safety in teams
• Improve onboarding
• Increase leaders’ ability to act in time

Woba has thereby become more than an HR tool — it has become a shared language between leaders and employees.

Woba as an Active Part of Leadership

Saphe uses Woba as an active leadership tool:

• Leaders use well-being data to identify development areas
• Survey results serve as a foundation for onboarding and follow-up conversations
• Feedback and data drive continuous reflection and progress

It’s not about measuring well-being for its own sake — it’s about working strategically with it.

What Can We Learn from Saphe?

Saphe shows that high well-being is not an end goal, but a starting point — a springboard to become even better.

Their approach demonstrates:

• How a strong feedback culture creates safety and development
• How data and dialogue go hand in hand
• How Woba helps maintain and strengthen an ambitious culture
• How HR and leadership can work strategically with employee insights

Would you like me to adapt the tone next — for example, to sound more like a case study, blog post, or internal company story? That would slightly change phrasing and flow depending on your goal.

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