PulseCheck
Workplace wellbeing check-in tool — research, design and early product definition
Workplace wellbeing check-in tool — research, design and early product definition
Overview
PulseCheck was an internal tool concept for mid-sized organisations that wanted a lighter, more human alternative to annual engagement surveys. The idea was a simple weekly or fortnightly check-in that helped managers spot emerging issues early without creating survey fatigue.
We were asked to help validate the concept, understand employee and manager needs, and shape an initial product direction before committing to a full build.
The challenge
Leadership liked the idea of “always-on” wellbeing insight. Employees were already tired of long surveys and sceptical of tools that felt like monitoring. Managers worried about extra admin and unclear expectations about what they were supposed to do with the data.
Key questions included:
Would people actually complete regular check-ins?
What level of anonymity and visibility felt safe?
What would make the tool useful for managers without becoming a burden?
Was there enough differentiation from existing survey and HR platforms?
What we did
We ran a focused discovery phase that included:
Interviews with employees across different roles and seniority levels
Interviews with line managers and HR stakeholders
Review of existing survey tools and informal check-in practices
Journey mapping for both employee and manager sides of the experience
Early concept testing of check-in formats, frequency options and feedback loops
Lightweight prototypes exploring anonymity controls and insight presentation
Outcome
Research showed clear interest in shorter, more frequent check-ins — but only if anonymity was credible, the questions felt relevant, and managers received practical guidance rather than raw data dumps.
We recommended a narrower first version focused on optional team-level check-ins with strong privacy defaults, simple trend views, and clear prompts for managers. Broader organisation-wide analytics were deprioritised for a later stage.
The work gave the client a clearer, lower-risk direction and prevented a broader build based mainly on leadership enthusiasm.
What we learned
Workplace tools live or die on trust. Positive reactions to the concept were not enough; people needed to believe the tool would not be used against them.
It also reinforced that “insight” without actionable next steps quickly becomes noise for managers. Designing the manager experience was as important as designing the employee check-in itself.
