KeenCorp’s revolutionary new approach to measuring employee engagement opens up opportunities across a number of business areas.
From HR Management and Operations to Change and Integration. And from Governance and Risk to Acquisitions and Investment.
How can KeenCorp help answer the key questions on your mind? 



How are your people doing this week?

HR is often the driver of focus on staff engagement. Today, engagement is measured mostly through periodical surveys.

  • But is this really good enough to keep a close eye on the organization’s prized asset, it’s people?
  • Do we get a full and unbiased view of underlying sentiments?
  • Is the feedback recent and do we receive it often enough? Are we able to act upon it in time?
  • And how do we know what actions and programs have an impact – positive or negative?

KeenCorp’s software solution scans the entire organization or any organizational cut that deserves particular focus, based at any location: Individual departments, client-facing, future leadership, recently hired, mission critical roles or key target groups in the long-term labor market. And performance can be measured weekly, or even daily.


Are your people coming along with the change?

Moments of change can severely impact the wellbeing of employees and the future success of organizations. Large investment is applied to the management and to the process of change in order to bring the right people along on the journey. These times are riddled with caution, fear and doubt. Undercurrents that are difficult to spot. And time is of the essence to get it right.

  • So how does the change manager and their leadership know from day-to-day how the change process is really being experienced?
  • Are the right people coming along?
  • Do course corrections have the desired effect?

KeenCorp’s software solution allows granular supervision in real-time of a change process. It enables specific analysis of those most affected by it, and clear comparison pre- and post, plus tracking against project milestones.



Are you seeing all the risks inside the organization?

Non-executive directors and those who are responsible for Governance and Risk usually are not directly involved in the running of the organization. Their role is to oversee, advise and steer at the highest level. They too recognize that people are the organization’s prized asset.

  • But they operate at a relative distance and can barely feel the pulse of the organization.
  • Also, they have an acute responsibility to ask the right questions of the Executives and to put in place the correct Governance and Risk measures to prevent calamity.
  • It is part of their core duty to be alerted promptly if engagement levels drop.

KeenCorp’s software solution can operate like a dashboard warning light. It can sound the alarm in case of major fluctuation as an indication of potential future risk. For non-exec directors and boards who have great responsibility, it is an unbiased and timely signal that the ship is slowly heading off course. Or reassurance that it is not.


How valuable is the organization on the inside?

The traditional Due Diligence process of an acquisition or investment is heavily geared towards financial ratios and cost benefit projections. The asset of people is important and key people are identified and looked after in a variety of ways.

  • But how can M&A experts and investors, who have little time or opportunity to get to know the people, establish how healthy the organization really is?
  • A merger or an acquisition represents extreme change for most staff, with the associated risks of dis-engagement. How does their engagement change in the pre- and post-period?
  • What about those people below the incentivized few?
  • And how good are the leaders at keeping their staff engaged?
  • What about the departments who are ‘absorbing’ the new colleagues in case of a merger?
  • And when is perhaps a good time to pass the acquisition or the investment on?

KeenCorp’s software solution provides insight into potential landmines or opportunities that otherwise are invisible – with all employees, or with key groups. It creates a completely new and much richer assessment of value creation, potential or erosion.