Planning and Implementing an Organisational Diagnosis Project with Targeted People-Development Interventions

Project Summary

Our partner wanted a clear understanding of how the organisation was functioning and where targeted improvements would have the greatest impact. They requested an evidence-based company diagnosis that combined multiple sources of information to understand team dynamics, communication, collaboration, trust, wellbeing, and employee engagement.

We designed and delivered a comprehensive organisational review using behavioural observations, focus groups, interviews, and questionnaires. The findings were made available as practical recommendations in a coordinated people-development programme covering employee engagement, recruitment and selection, onboarding, training, and team development, giving leadership a clear roadmap for organisational improvement.

The Challenge

The audit was only the starting point. The significant challenge was understanding how people worked together across the company and turning that understanding into recommendations that leaders could put into practice. The findings also needed to inform the wider people strategy, ensuring that recruitment, onboarding, learning and development, and employee engagement supported the same organisational goals.

Project Goals

1. 01Design a multi-method organisational diagnosis framework.
2. 02Evaluate organisational strengths, development needs, and team dynamics.
3. 03Gather evidence through observations, interviews, focus groups, and surveys.
4. 04Translate organisational findings into practical recommendations for leadership.
5. 05Measure employee engagement and identify areas to improve workplace experience.
6. 06Strengthen recruitment, selection, and onboarding processes.
7. 07Conduct a training needs analysis to guide learning and development.
8. 08Design interventions to improve collaboration, communication, and team effectiveness.

Our Solution

We designed a multi-method organisational diagnosis that combined behavioural observations, focus groups, interviews, and employee surveys to build a comprehensive understanding of how the business functioned. Bringing together evidence from multiple sources allowed us to identify strengths, development needs, and behavioural patterns that would not have been visible through a single method alone. The findings were synthesised into a practical report with data-driven recommendations for leadership.

Alongside the diagnosis, we measured employee engagement and advised managers on strategies to strengthen interpersonal relationships, communication, trust, collaboration, and overall employee experience. Rather than presenting findings in isolation, each suggestion was linked directly to practical actions the organisation could implement.

Our analysis and findings also informed improvements throughout the wider people function. For example, we reviewed recruitment, selection, and onboarding practices, assessed interviewing techniques, questioning strategies, and hiring procedures, and conducted a structured training needs analysis to identify the highest-priority development needs.

We then designed and delivered specific interventions designed to improve communication, collaboration, and working relationships. These included workshops for managers on giving constructive feedback, motivational interviewing role-play exercises, conflict management training for managers and employees, and team-building activities to increase cohesion.