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For HR directors

See per team what holds retention and productivity back

HR answers for culture, retention, productivity and inclusion, yet decisions on how we work and on the office are often taken without HR. Dynamics shows per team how far the workplace, the culture and the schedule help or hinder productivity and retention, as scores and with the reasons behind them. Balance sets each hybrid policy option against the same two scores before one is announced.

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From turnover with no clear cause to a policy that fits each team

Where you are

Turnover or engagement is moving, and nobody can say why

  • A hybrid policy is up for review
  • Little data on what makes people stay or leave
  • HR is not always at the table

How the solutions work together

  1. DynamicsAnalyzeHow far the workplace, the culture and the schedule enable productivity and retention in each team, and which factors weigh most. Groups of at least five, never per person.
  2. PassportFor employeesIncluded with DynamicsEach employee gets a personal workplace guide back. Only they see it; it is not an access pass.
  3. BalanceConfigureHybrid policy options compared per team on retention and productivity scores, before one is announced.

What can happen

A people strategy HR can argue with figures

  • Retention risks located per team, with the factors behind them
  • A hybrid policy chosen on how it scores for each team
  • A case leadership and the works council can follow

Measure again with Dynamics and see whether each team's scores moved.

Sound familiar?

What gets in your way

  • Turnover or engagement figures with no clear cause
  • Workplace decisions taken without HR at the table
  • A hybrid policy that does not fit how each team works
  • Exit interviews that explain a departure after the fact
  • Too little data to support a people strategy with leadership

When it comes up

  • Introducing or reviewing a hybrid work policy
  • Rising turnover or falling engagement
  • Growth, restructuring or a merger
  • A new leadership team or people strategy
  • An office move or redesign that changes how people work

Two reasons HR belongs in this decision

HR carries the outcomes but is not always at the table

Culture, retention, productivity and inclusion are HR responsibilities. Since covid, and with what we now know about neurodiversity, they depend more on how we work and how the office supports it. Yet those decisions are often taken without HR.

A gap in data, strategic alignment and knowledge

The workplace traditionally sat outside HR but is increasingly its responsibility. That leaves HR short of data, strategic alignment, and systems and knowledge. Dynamics and Balance help close that gap.

The products for HR

Analyze scores what helps or hinders retention and productivity per team. Configure tests the policy against the same scores before it is announced.

The Passport each employee receives

Everyone who completes their workplace profile in Dynamics receives a Passport: a personal workplace guide set out like a travel document. Leaf through a sample below. Passport is included with Dynamics and is not an access pass.

Passport cover: the Workplaced logo and the word Passport over a world map, issued by Workplaced in May 2026.

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What every employee gets

  • A personality classification, shown as a colour with a short description and a primary attribute.
  • A Big Five profile on a radar chart, with a stamp and a plain explanation for each trait.
  • Behavioural conditions: suggestions drawn from that profile about how they tend to work best.
  • Productivity conditions for each theme they rated as important: sentiment, ambiance, layout, environment and culture.
  • Approved destinations: the workspace types that suit them, each with its acoustic isolation, visual privacy, enclosure and recommended equipment.

Only the employee sees their Passport. There is no manager view, and it is not an access pass.

The culture model behind Dynamics and Balance

Dynamics measures culture with the Competing Values Framework of Quinn and Cameron, a scientifically grounded model of organisational culture. Balance uses the same model to set each policy option against the culture the organisation wants.

Four competing value orientations on two axes: flexibility against control, and internal against external focus. Culture says something about how work gets done, including the time in the office that fits. Dynamics measures where each team stands; Balance sets the options against the culture the organisation wants to be.

CompetingValues

What HR gets from Analyze and Configure

  1. Retention and productivity scores per team

    Dynamics measures how much the workplace, the culture and the schedule help or hinder productivity and retention, and which factors weigh most. Results appear per team, department and location, never per individual, and only for groups of at least five.

  2. Retention risks from a culture mismatch

    Dynamics compares the culture a team experiences with the culture the organisation wants. Where they do not fit, it flags a retention risk. That is an indication at group level, not a forecast for any person.

  3. A policy tested before it is announced

    Balance compares hybrid options per team on retention and productivity scores, next to space, commute and workplace value. The indices are calculated and Workplaced's own, an expected association and not a validated predictor, so they show which option fits better, not what will happen.

How it runs, from your seat

  1. Turnover is up and nobody can say why

    Exit interviews point in different directions, a mandate has landed badly, or the board has asked for a number nobody has. This is where most HR directors are when they first call, and it is early enough.

  2. Prove there is a problem before you are asked to solve it

    A quick scan against the benchmark puts your organisation next to comparable ones. A comparative figure ends the is-there-really-a-problem conversation faster than a proposal does.

  3. Score what helps or hinders, not only how people feel

    Dynamics replaces the survey you would have written. Each team gets scores for how far the workplace, the culture and the schedule support productivity and retention, with the factors behind them, reported by team and location, never by individual. This is the point at which you stop defending a questionnaire and start interpreting a result.

  4. Test the options per team before one is announced

    Balance sets each policy option against retention and productivity scores, per team. That shows where a single rule breaks: a lab, a call centre and a legal department rarely fit one arrangement. Leadership and the works council discuss the same figures.

  5. Give people something back

    Passport returns each participant their own workplace guide: which space suits which task, what conditions they work well in. It is the difference between a policy that was announced and one people act on, and it is why they answer the second time.

  6. Measure again

    A policy that has been measured twice is a strategy; one measured once is a report. A second round of Dynamics shows whether each team's scores moved after the policy changed.

What other organisations found

  • 500-person professional services firm

    Dynamics

    Turnover reduced from 18% to 15% · ~$900K potential annual value

    Understanding what was driving employee turnover

    Challenge
    Turnover had reached 18%, but leadership could not determine whether culture, the workplace or hybrid working was driving employees to leave.
    What we found
    The analysis uncovered issues around autonomy, comfort, privacy, hybrid coordination, meeting spaces and the experience of newer employees.
    Impact
    Addressing the highest-impact issues reduced turnover to 15%, significantly lowering replacement costs while improving the employee experience.

  • 600-person government municipality

    Balance

    +4% retention · ~$100K increase in workplace value

    Building a more effective hybrid schedule

    Challenge
    The organization needed a hybrid model that balanced employee needs, collaboration and organizational objectives.
    What we did
    We modeled who needed to be in the office, when and why, based on work requirements, collaboration patterns and company objectives.
    Impact
    The recommended schedule improved retention by 4% and generated approximately $100K in additional workplace value.

Go deeper

Discuss retention and productivity per team

A conversation of 45 minutes. You get a reply within one working day and a short written summary afterwards. Describe in your request your question about retention, hybrid work or the office, and for which teams.

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