Healthcare / Shift-based teams
The roster shows pressure. It does not explain the unit experience.
Offer invited staff a written or dictated conversation at a time they choose. HR reads aggregate themes and the ward manager receives a brief for one defined operational issue.
One free campaign: up to 30 invitations over 60 days, no credit card. Paid plan: €2 per person per month, excluding VAT, minimum 50 people.
Fictional brief example
Manager · Check-in to prepare
The number shows a gap. The context is missing.
Question for the manager discussion
Lontra
What does the manager need before the conversation?
The support needed for a new task remains unclear. Ask for a concrete work example, then agree the help needed and a review date together.
Fictional content example, not a product screenshot or customer result. The responsible people still need to check the hypotheses.
The cost of the blind spot
A team under strain needs a useful question, not an automated diagnosis.
Rising absence or difficult shift coverage can coincide with a handover problem, equipment access, onboarding or roster design. These measures can direct an inquiry. They do not prove the cause, establish a person’s health, or select the right action.
Today
The ward manager receives a broad indicator and must choose between several explanations without context from different shifts.
With Lontra
Proposed pilot: one unit, one question about the handover between shifts, voluntary contributions and an operational adjustment reviewed with the appropriate representatives.
In numbers
- 1 campaignup to 30 invitations over 60 daysno credit card required
- 5respondents required before an HR aggregate is availabledisplay threshold; the threshold alone does not guarantee anonymity
- €2per person per month50-person minimum, so €100 excluding VAT per month
What becomes possible
Listening that fits around care delivery
Gather examples from day, night and weekend teams
Prepare the ward manager without sharing raw conversations
Separate a roster issue from a sensitive individual situation
Route urgent matters through existing clinical, safety or HR channels
Test one handover, onboarding or equipment-access change
Review the measure and staff accounts before expanding
Inside the product
From unit indicator to a governed action
Every step shows what was observed, what was inferred, and who decides.
Choose one unit, one operational question and the responsible stakeholders
State what will be used, aggregated, shared or routed elsewhere
Let each person choose whether and when to participate
Exclude patient and health data, then test how unexpected entries will be handled
Show HR themes only when at least five people respond
Prepare the ward manager with questions and limits, never raw answers
Have operational owners approve the action and review its effect
To try it
A unit pilot with written limits
Try the participant journey yourself, then prepare a focused campaign with your team. Adapt the schedule to participant access, response review and your capacity to act.
One operational issue
Choose handover, new-starter support or equipment access, for example. Do not use the pilot to diagnose health.
One defined population
The trial covers one campaign, up to 30 invitations and 60 days, with no credit card.
Threshold and escalation routes
Define access, the five-person minimum and existing channels for urgent situations.
One observable improvement
Decide who acts and what evidence will continue, change or stop the test.
Managers never see the raw conversations.
HR reads aggregates from five respondents; that minimum alone does not guarantee anonymity.
The pilot excludes patient and health data; responsible owners validate access and unexpected-entry handling before invitations are sent.
No diagnosis, individual score or automated employment decision.
Rolling out across countries, or want to look at your case together? Book a thirty-minute conversation.
30 minutes. Your problem, your teams, your measure.
Less theater. More humans.