Saphe uses Woba to strengthen a data-driven dialogue and psychological safety

When high wellbeing doesn’t stop curiosity

At Saphe, wellbeing is not something you measure once in a while. It is a strategic priority and part of the company culture. Even though the organization already scores high on wellbeing, 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 create even more psychological safety – also between the surveys.

From measurement to action: Workshop with HR and management

‍To ensure that wellbeing data was turned into concrete action, Saphe chose to begin their collaboration with Woba through a workshop – facilitated by Woba’s experienced wellbeing consultant, Mette Kronback.

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

“At Saphe, high wellbeing is not a final goal – it is 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 makes it possible to act before problems grow.”
– Inger-Marie Sørensen 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
  
• Ongoing 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 thereby became more than an HR tool – it became a shared language between leaders and employees.

Woba as an active part of leadership

Saphe uses Woba actively as part of their leadership practice:

• Leaders use wellbeing 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 wellbeing for its own sake – it’s about working strategically with it.

What can we learn from Saphe?

Saphe shows that high wellbeing is not an end goal – but a starting point.
A springboard to become even better.

Their approach is an example of:

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