Employee research measures how an organisation's own people evaluate it and what they intend to do: stay or leave, give effort or withhold it, speak well of the employer or not. The research literature on the employment relationship treats it as an exchange (Blau, 1964; Cropanzano & Mitchell, 2005): employees form beliefs about whether leadership is competent, whether they are treated fairly, whether their job is secure and whether their pay is just, and those beliefs shape their commitment and their behaviour. The annual engagement survey, the instrument most organisations use, measures the beliefs and the outcomes once a year and cannot say which events in the year moved them.

The internal model

StakeholderWatch measures employees every day, for one organisation alone, with the same rhythm and the same model as its external research. Macro events, organisational events (a reorganisation, an announcement, a leadership change) and personal events reach employees through internal channels (line managers, team meetings, the works council, the intranet, colleagues) and change what they believe about leadership, fairness, security and pay. Those beliefs change how they evaluate the organisation and what they do: job performance, citizenship behaviour, absenteeism, intention to stay, willingness to recommend the employer, and the wider measures of sentiment and reputation seen from inside.

Events as they happen

The effect of an announcement is estimated as a dated coefficient with the rest of the model held constant; the day on which a belief or an outcome shifted is estimated and confirmed by a break test; and the difference between affected and unaffected parts of the organisation is estimated as a difference-in-differences rather than read off two bars. Organisations going through reorganisations and workforce reductions have used this to see, week by week, where the concern was concentrated, which channel carried it and whether the rest of the organisation was holding.

What the client receives is a dashboard with the nine outcomes, the beliefs and channels behind them, the coefficients and breaks, views by division, site, tenure and role where the sample supports them, and every raw record under the anonymity rules agreed with the works council. It runs on the same platform the organisation uses for its external stakeholders, so internal and external movements can be seen together.

Our approach

Real-time, which means daily. Every study collects a fresh sample every day of the year at the same rate. A change appears in the data on the day it happens, and the estimation that runs every evening carries it onto the dashboard the next morning. Daily collection is the condition for causal estimation: a break can be dated to a day only if there is data for every day.

Real people, verified. We work with several panel bureaus selected against our verification standard, run our own detection on every complete, and remove failures before they reach the model. No large language models, no synthetic respondents, no synthetic sampling.

One world model. Every service is embedded in one behavioural model that holds the economy, the news, the issues of the day and the contact channels at once, so the service's own effects can be isolated from everything else that moves people.

Causal intelligence for every service. The structural equation model is re-estimated every evening and shows the causal effect of more than fifty factors, with an effect shown only when it reaches statistical significance.

Dedicated, never omnibus. Every study is designed for one client and fielded for that client alone. Respondents are not shared between clients.

Raw data, always. Every respondent record is the client's own and can be downloaded at any moment, with the codebook and weights. The coefficients on the dashboard can be reproduced from the raw data.

Track record

Employee research of this kind has been run for insurers, pension funds, government bodies and healthcare organisations, including through reorganisations and workforce reductions.