Human Capital and Governance for Boards | Amélio

Amélio for boards of directors

Your board reviews every financial risk each quarter. What about the human risk?

Around the table, the same questions keep coming up: will our key talent stay, are our teams holding up, and will management see burnout coming before it shows up in the financial statements?

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750+organizations benchmarked
85%average participation
SOC 2Type 2, hosted in Canada
64% of boards of directors in Quebec report issues related to organizational culture.Source: Collège des administrateurs de sociétés and Université Laval
2Oversight dutyFor discussion

What the board can, and should, ask of management

Draft resolution

Whereasteam engagement directly affects the organization's profitability, safety and retention;

Whereasoccupational health and safety rules increasingly require employers to prevent psychosocial risks (in Quebec, since October 6, 2025);

Whereasthe departure of a key person or a team's burnout only shows up in the financial statements once the damage is done;

Be it resolved that management present to the board:
  1. an anonymous, structured measure of engagement and psychosocial risks, not impressions;
  2. results that are comparable over time, on the same factors, from one meeting to the next;
  3. a view by unit, to spot struggling teams without exposing anyone;
  4. a written action plan, with owners and deadlines;
  5. a follow-up on that plan, at every meeting of the relevant committee.
Directors around a meeting table, taking notes
Quebec's Law 27 · psychosocial risks A duty to prevent, not a good intention

In Quebec, since October 6, 2025, every organization must assess, document and prevent psychosocial risks such as work overload, lack of recognition or harassment. The province's workplace health and safety board (CNESST) can step in.

What Law 27 requires →
3Leadership and team performanceFor discussion

The board tracks results. It also needs to see how the teams delivering them are performing.

42%of directors in the Americas, Canada included, want their board to spend more time on talentEY
21%only of U.S. public company directors rate their CEO succession planning as excellentCorporate Board Member and Diligent Institute

Performance and team climate, side by side

The board sees each team's performance and climate on the same screen, and can track both together.

See performance management
Vision and strategic pillars in Amélio, with each team's goal progress

The strategic plan, tracked all the way to the teams

Each team's goals are linked to the strategic pillars the board approved, and their progress can be followed from one meeting to the next.

See goals and priorities

Give the board a clear view of team performance.

Amélio connects performance management to each team's engagement results.

Discover performance management
4Governance dashboardFor information

Human capital belongs in your core corporate reporting.

Human capital · report to the HR committee

QuarterQ4 2026
Participation87%
Engagement7.6
Units on alert2

Psychosocial risk factors (out of 10)

    Action plan

    completedin progress

    Management note

    Changes calculated against the first diagnostic (Q1 2025).Units on alert: out of 24 units measured.

    EngagementPerformance

    Executive succession, documented

    The human resources committee sees where each key executive stands and what they still need for their next role.

    See the development plan
    Creating a development plan toward a manager role in Amélio
    5Data reliabilityAppendices

    Why you can trust these numbers

    A scientific method

    The survey is built on the JD-R model: 12 factors and 38 sub-factors, with comment analysis.

    Confidential at all times

    Respondents' identities remain confidential and anonymous. Below a minimum participation threshold, no results are shown.

    High participation

    With 85% average participation, you hear from every team, not just the most dissatisfied.

    Comparable over time

    The same factors come back in every survey: you follow a trend instead of commenting on a snapshot.

    Benchmarked against others

    Industry benchmarks built on more than 750 organizations to put your results in context.

    Protected data

    Your data is hosted in Canada, with SOC 2 Type 2 certification and compliance with Quebec's Law 25 and the GDPR.

    6TestimonialFor information
    Frédérick Blanchette, President of Solertia
    “Amélio is built into our governance practice. Engagement can stay stable month after month, but the strengths and the areas to improve in our culture change, and this practice lets us review them.”
    Frédérick Blanchette, CHRP, President, Solertia · Amélio user for more than seven years Read Solertia's story
    +23%profitability
    −63%safety incidents
    −78%absenteeism
    −21%turnover, in high-turnover organizations
    Most engaged teams compared with the least engaged. Source: Gallup, Q12 meta-analysis, 11th edition.
    7By committeeFor discussion

    Each committee asks its own questions

    Human resources and compensation committee

    Your questions

    • Do our key people intend to stay?
    • Is our leadership succession credible?
    • Are our managers up to the task?

    What Amélio brings

    • Results by level and by unit
    • Career progression and manager relationship factors
    • Performance reviews and goals in the same platform
    Every quarter

    A standing agenda item, with the same indicators.

    8Other business

    What directors ask us

    Can the board access the platform directly?

    That's for you and management to decide. Most often, management presents the committee with a report drawn from Amélio, always in the same format. Results stay aggregated: no one, neither management nor the board, sees an individual response.

    What stops management from dressing up the results?

    A third-party platform does the measuring, with a consistent method and results that are comparable over time. The board can require that the same indicators be presented at every meeting, with no cherry-picking.

    How does this help with our psychosocial risk obligations?

    Occupational health and safety requirements, such as Quebec's Law 27, ask employers to assess, document and prevent psychosocial risks. Amélio measures these risks by team, produces action plans and keeps a record of year-over-year comparisons. See our psychosocial risk advisory services and the Law 27 guide (Quebec).

    We sit on the board of a small nonprofit. Is this a good fit?

    Yes. Participation thresholds protect anonymity even in small teams, and our organizational development advisors can support a small staff with no formal HR department.

    See the four other questions

    Management already shows us an annual survey. Why another one?

    The board sees the results, but rarely what comes of them. Amélio links each result to an action plan for each manager and shows you whether those actions are moving forward, with the same indicators year after year. When a major change happens, a pulse survey tells you how the organization is taking it.

    How often should this data be presented to the board?

    A quarterly rhythm suits most HR committees. What matters is consistency: the same indicators, presented the same way, so you can see the trend.

    Is our data secure?

    Yes. It is hosted in Canada, with SOC 2 Type 2 certification and compliance with Quebec's Law 25 and the GDPR. All the details are on our Data security page.

    Amélio measures engagement. What about our employees' performance?

    Amélio also includes a performance management module: each team's performance and climate on the same screen, goals linked to the strategic pillars approved by the board, development plans that document executive succession, reviews and one-on-one meetings. Because it is connected to engagement results, management can present each team's performance to the board with its context, rather than an isolated score. See performance management.

    Item 9 · Adjournment

    Put human capital on your next agenda, backed by data.

    See the report a committee receives, the indicators it can track and how management can produce it every quarter.

    Motion
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