ANONYMOUS BY DESIGN
HBA GROWTH
AXIS™
Integrated human risk and performance cycle.
ORDER OUT OF CHAOS
Order is the intention. Uncertainty is the condition. Human performance is the exposure. Growth is the opportunity.
WHAT YOU GET
What you are investing in
HBA develops systemic collective leadership. Leaders shape human consciousness not by transferring knowledge alone, but by changing how they and others understand, act and lead.
We assess and co-design the organisational ecosystem: culture, conduct, and psychosocial safety climate.
Visibility
See where demand exceeds capacity, and where performance begins to pay the price.
Impact
Clear decisions. Named ownership. Earlier escalation. No more hiding the cost of broken handoffs.
Evidence
Convert behavioural and organisational data into risk indicators, accountable ownership, documented actions and control.
Timeline
Set by what the initial diagnostic reveals: the challenge, its organisational drivers, and the response required.
Path
Three phases, run as a loop rather than a project.
THE PROBLEM
When the data connects,
the pattern emerges.
Nearly seven in ten executives are seriously considering quitting for a job that better supports their wellbeing. So are 57% of their employees. Wellbeing, or the lack of it, does not discriminate by rank.
Fisher, J., & Silverglate, P. H. (2022). The C-suite and workplace wellness. Deloitte Insights.
01 · Calibration
35%
gap between what executives believe and what their people report.
91% of executives believe their people feel cared for. 56% of employees do. Decisions are being made against the first number.
Fisher, J., & Silverglate, P. H. (2022). The C-suite and workplace wellness. Deloitte Insights.
02 · Dissonance
64%
gap between owning the responsibility and being seen to carry it.
95% of executives agree wellbeing is their responsibility. 68% admit they are not doing enough about it. Just 31% of employees think their leaders are health-savvy.
Fisher, J., & Silverglate, P. H. (2022). The C-suite and workplace wellness. Deloitte Insights.
03
Variance
The same control. Different decisions when information is incomplete, time is compressed and decision volume is high.
04
Diffusion
Everyone owns an action. No one owns the outcome.
None of this is one person's to carry, and developing an individual leader does not resolve it. It is how leadership is operating across the organisation, which is what the Growth AXIS reveals.
Survey of 2,100 employees and C-level executives across the United States, United Kingdom, Canada and Australia, February 2022.
THE METHOD
One challenge. Three moves.
AXIS measures. HBA interviews. AXIS measures again.
01
Audit
Your metrics on one side. Anonymous evidence from your people on the other. They never meet below cohort level.
- ABSENCE · ATTRITION · WORKERS’ COMP
- COMPLAINTS · INCIDENTS · ESCALATION TIME
- PSYCHOSOCIAL SAFETY CLIMATE · BURNOUT
- BELONGING · CHANNEL TRUST
02
Co-design
The gap scopes the work. Conditions get redesigned where the evidence points, not everywhere at once.
- DECISION RIGHTS · AUTHORITY
- WORKLOAD · ROLE CLARITY · SUPERVISION
- ESCALATION ROUTES · CONSEQUENCE
03
Evaluate
Same instrument, same anchors. Untreated units are the comparison, so the calendar does not get the credit.
- STEPPED-WEDGE COMPARISON
- COMPARABILITY TESTED BEFORE ANY DELTA
- CHANGE AGAINST YOUR OWN BASELINE
WHAT THE COMPARISON FINDS
| Your metrics say | Your people say | Reading |
|---|---|---|
| No complaints | Nobody trusts the channel | Silence, not safety |
| Absence flat | Climate poor | Presenteeism; the cost is being paid elsewhere |
| Absence rising | Climate adequate | Look outside work design |
| Practitioners trained | Capability flat | Certificates, not capability |
Either source on its own is available elsewhere. The distance between them is not.
Published instruments, published scoring
Psychosocial safety climate, burnout, belonging and wellbeing literacy are measured with validated instruments, administered verbatim and scored on their own anchors. Reliability is reported every wave, in the pack.
Fourteen hazards, and what was not assessed
Every psychosocial hazard in the model Code of Practice is mapped to the evidence for it. Where the instrument does not reach one, the pack says so rather than ticking it.
The change claim is tested before it is made
Two waves have to be measuring the same thing on the same scale before a difference between them means anything. Where they are not, no change figure is reported.
Your baseline is the comparator
There is no external benchmark, and the pack does not imply one. Every figure is against your own starting point and against obligations you already carry.
NON-FINANCIAL MISCONDUCT
Do not just count incidents. Find out why they keep happening.
Harmful behaviour is measured as prevalence — how many people saw it, how often — against the conditions around it: power, workload, organisational justice, speak-up and leadership response. Rates, not a score. A score cannot be acted on.
REGULATORY ANGLE
From requirement to evidence.
Make implementation visible to management, boards and supervisors.
Supervisory legibility
HBA connects human and organisational evidence to the risk indicators you already govern and report. What was expected. What happened. Where it diverged. What management did. What changed.
Not another scorecard. A clearer evidence trail from regulatory expectation to organisational practice.
TRUST
Private and confidential
by design.
- Hard anonymity: no link from a response to an invite, an email or a person. The join is severed in the data model, not in process.
- No tracking: no IP addresses, no user-agent capture, no cookies or session identifiers.
- Day-granularity timestamps: recorded to the day, so timing cannot identify anyone.
- Regional hosting: responses and the roster you provide are held in the region you require.
- Security contact: security@homebridge-alliance.com for vendor assessments and incident reporting.
THE MARKET
The parts are not the difference.
The connections are.
Behaviour. Performance. Wellbeing. Psychosocial hazards. Conduct and controls. Each can be assessed independently. HBA tests how they interact, then carries that evidence through intervention, evaluation and re-test as one integrated cycle.
| Audit / conventional risk review |
HBA Growth AXIS™ | |
|---|---|---|
| Control design and operating effectiveness | ✓ | ✓ targeted |
| Conduct and risk culture | ✓ | ✓ |
| Incidents, breaches and near misses | ✓ | ✓ |
| Root cause and remediation | ✓ | ✓ |
| Behavioural performance | ✕* | ✓ |
| Human performance and capacity | ✕* | ✓ |
| Wellbeing as a performance condition | ✕* | ✓ |
| Psychosocial hazards and work design | ✕* | ✓ |
| Demand against available capacity | ✕* | ✓ |
| How these conditions interact with conduct and control performance | ✕* | ✓ |
| Same control tested as human and organisational conditions change | ✕* | ✓ |
| Intervention co-designed from the combined evidence | ✕* | ✓ |
| Human and organisational measures repeated after intervention | ✕* | ✓ |
| Next intervention determined by what the re-test reveals | ✕* | ✓ |
✓ delivered. ✕ not part of the offering. * Some firms offer these as separate advisory engagements, assessed apart from the audit or risk review rather than within it.
HBA complements formal audit. We do not replace it, and this is not a sign-off.
ENGAGE
Start with a defined scope.
One business area. One accountable executive. One complete Growth AXIS™ cycle.