Very little. Pulse Point manages the process from start to finish, working around your organisation’s needs and existing commitments. Your role is primarily to provide the initial context, help us understand your organisation, and support communication with your workforce. We take care of the assessment, analysis, insight and facilitation.Where Circles are included, we coordinate and facilitate these sessions, so your managers are not required to lead difficult or sensitive conversations themselves.
No. A survey can tell you what people are reporting. Pulse Point is designed to help you understand what sits behind the findings. Our approach combines structured data with deeper exploration of the themes that emerge. Where appropriate, facilitated Circles provide an opportunity to explore those themes in more depth and understand different perspectives. This creates a more rounded picture than relying on survey results alone.
We understand that workforce participation depends on trust.
That is why the process is designed around confidentiality, respectful participation and responsible use of information. We make it clear to participants why their input is being gathered, how it will be used and how findings will be reported. The focus is on understanding workforce trends and experiences — not identifying or assessing individual employees.Our approach is designed to make participation straightforward, respectful and worthwhile.
We understand that workforce participation depends on trust.
Yes. Trust is fundamental to the Pulse Point approach. Our processes are designed to protect individual confidentiality and ensure that insight is used responsibly. We focus on patterns, themes and trends across the workforce, rather than providing information that could be used to identify or diagnose individual employees. We believe people are more likely to contribute meaningful insight when they understand that their information will be handled ethically.
The Pulse Point approach is designed to be straightforward for organisations to participate in. Typically, the process involves:
Ø Understanding your organisation
We start by understanding your workforce, priorities and the context in which you operate.
Ø Gathering workforce insight
We collect structured, confidential insight from your people to understand perceptions, experiences and emerging trends.
Ø Identifying key themes
We analyse the findings to identify meaningful patterns, areas of strength and areas where perceptions may differ.
Ø Sharing clear insight
We provide leaders with a clear picture of what the data is telling you and where attention may be most valuable.
Ø Facilitated Circles
Where appropriate, key themes are explored through structured, professionally facilitated conversations with your teams.
Ø Turning insight into action
We help you understand what the findings mean and where practical action could make the greatest difference. The exact approach can be tailored to your organisation.
Because understanding workforce wellbeing is about more than collecting feedback. Many organisations already have engagement surveys, absence data, employee assistance programmes and other sources of information. The challenge is bringing these signals together and understanding what they mean for your people and your organisation.Pulse Point provides a structured way to gain deeper insight into workforce experience, identify meaningful trends and understand where perceptions may differ.The aim isn't to create another report that sits on a shelf. It is to give leaders greater clarity so they can make more informed decisions about their workforce.
You get more than a set of scores.Pulse Point provides a clearer understanding of your workforce, including key themes, trends, strengths and areas where perceptions may differ.Depending on the approach selected, this can include:
Ø Clear workforce insight and findingsØ Key themes and emerging trends
Ø Identification of perception gaps
Ø Insight into factors influencing workforce wellbeing and resilience
Ø Facilitated exploration of priority themes
Ø Practical recommendations for organisational action
Ø A clearer basis for leadership decision-making
The emphasis is on clarity and action, not simply measurement.
No. Pulse Point is not a diagnostic service and does not replace clinical or therapeutic support.Our purpose is to help organisations understand workforce mental health and wellbeing at an organisational level. We identify trends, themes and areas where additional support or action may be beneficial. Where individual support is required, organisations should continue to use appropriate clinical, occupational health or employee support services.
Pulse Point can complement what you already have. The purpose isn't to replace existing wellbeing services. It is to help you understand how effectively your wider approach is supporting your workforce and where there may be opportunities to strengthen it. An organisation can have excellent wellbeing resources in place and still have limited visibility of how those resources are experienced by its people. Pulse Point helps provide that insight.
It gives you a better basis for making decisions.Workforce wellbeing can be difficult to understand from leadership's perspective. Absence figures, turnover, engagement scores and informal feedback each provide part of the picture. Pulse Point brings structured insight together to help you see where experiences are aligned, where they differ and where there may be opportunities to improve. That means you can focus time and resources where they are most likely to have value.
No. Pulse Point is designed to work with your organisation as it is.We take time to understand your existing approach, workforce and priorities before recommending the most appropriate process. Our role is not to arrive with a predetermined solution, but to help you understand where you are now and what could improve.
Yes. The approach can be tailored to different workforce sizes and organisational contexts. The important question isn't simply how many employees you have. It is whether you want a clearer, evidence-informed understanding of workforce experience and wellbeing. We'll recommend an approach that is proportionate to your organisation.
Not exclusively. HR and People teams may be key stakeholders, but workforce mental health and wellbeing affect the whole organisation. Pulse Point is designed to give leaders, HR teams and people managers a shared understanding of workforce trends and the factors influencing employee experience. The insight can support conversations around culture, leadership, resilience, retention, performance and sustainable workforce wellbeing.
No. Pulse Point manages and facilitates the Circles. Your role is to help us understand the organisational context and support participation. Our experienced facilitators manage the structure, conversation and boundaries of the session. This means your managers don't have to facilitate sensitive discussions with their own teams.
This depends on the size of your organisation, the scope of the assessment and whether facilitated Circles are included.We agree the approach and timescales with you before we begin, with minimal disruption to your teams. Our aim is to make the process thorough without becoming burdensome.
Simply talk to us.We'll take the time to understand your organisation, what you already do and what you want to understand. There is no requirement to have everything figured out before you start. We'll help you determine whether Pulse Point is appropriate and what approach would provide the most useful insight.
You don't need another process to manage. You need greater clarity about your workforce.
Managing Director
Duncan has worked extensively in the Financial Institutions sector for over 40 years. His early career focused around foreign exchange and money market dealing before becoming European Treasurer for a major US bank. This was followed by a spell as Acquisitions and Divestment Director. The last 6 years Duncan worked for a Global Fleet Services business as Credit and Bank Card Director.
CEO
Peter has over 40 years’ experience in healthcare and life sciences, having qualified in Pathology, with a Masters in both Clinical Biochemistry and Immunology and an Executive MBA from Kellogg School of Management, Northwestern University Chicago. In 2017 he stepped down from running Clinigen plc to found Enigma Holdings, an investment company that specialises in health, wellbeing, sport, learning, community and social housing, and XPG Ltd an investment company focused on property.
Board Member
Sue is an award-winning businesswoman, senior executive strategist, and human capital innovation advisor. In addition, Sue has a portfolio of non-executive directorships, independent consulting roles and is a Deputy Lieutenant for Lincolnshire. Deeply committed to alleviating health, education, and workplace inequality, Sue supports senior decision makers to reshape and transform their organisations to become inclusive and healthy places to work. In Sue’s early career she was a mental health nurse and midwife with specialisms in major incident psychological trauma and PTSD. She has worked in the NHS, British Army, and in Director roles in the Charitable, Public and Commercial Sectors. Sue has achieved many awards for her work, notably; she was awarded an MBE for her services to Business, Charity, and Voluntary organisations. She is a recipient of the National Diversity Champion Award and has been recognised as one of the top one hundred women leaders driving change for gender diversity in the workplace. Sue joined Enigma Wellness to support the design and transformation of innovative mental health and wellbeing models in the UK and to ensure our services are accessible to those most in need.
Chairman
Tony leads a busy life as a Consultant hip and knee surgeon at Nottingham University Hospitals NHS Trust and Spire Nottingham Hospital, and a trauma surgeon at the Queens Medical Centre, Major Regional Trauma Unit. He has enjoyed his work in the NHS since 1994, has spent time working in Australia, and now enjoys a happy balance of time spent with family, at work and competing in sport. Throughout his time in the NHS, Tony has seen decreasing staff morale and increasing sickness. He has witnessed patients struggling to get to see the right people and get the right treatments, and a lack of drive to build on good ideas that would make a difference. Although physically “fixing” patients is more natural to Tony, he has a passion for making a difference to the services available to improve positive mental health and wellbeing. As Chairman of Enigma Wellness, he can now be more proactive, using his experience in Healthcare, his understanding of people and the corporate world, to help build a more positive community through local and national initiatives.
Enigma House, 76 High Street
Tarporley, CW6 0AT
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