Completed intake form — Brightline Health Services
Simulated case. Brightline Health Services and every person named in this case study are fictional; this intake record was constructed for portfolio purposes to demonstrate the intake and reframing step of a performance consulting engagement.
1. Request and requester
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Entry
Date received
2026-09-14
Requester
Dana Whitfield, Director of People & Culture (HR)
Others involved
Marcus Oyelaran, Chief Operating Officer (approver for manager time); clinic operations directors
Request, verbatim
“Our engagement survey says employees don’t get useful feedback. Can you build a 2-hour e-learning course on giving feedback for all managers? We need it live next quarter.”
Format and scope asked for
2-hour e-learning course, all 70 people managers, hosted in the LMS
Deadline
“Next quarter” (~11 weeks from intake) — driver: the annual engagement survey results go to the board in Q2
2. The business problem in their words
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Entry
What is going wrong?
“Employees don’t get useful feedback.” (engagement survey comment theme)
How do they know?
Annual engagement survey; HR has not analyzed which items or which clinics drive it. Survey report available on request.
Who is affected?
~830 clinic staff who report to the 70 people managers across 12 regional clinics (of ~900 staff total).
When did it change?
Unclear. Roughly a third of managers (35% — about 25 of 70) were promoted in the last 18 months during a rapid clinic expansion; HR suspects the wave of new managers is involved but has no data.
Reframing question 1:“The engagement survey says a lot of things. Which item, exactly, is lowest — and for whom?” → HR could not answer. The survey report shows the feedback items are the lowest-scoring cluster in the company, but no clinic or role breakdown had been done. Finding: the request is based on an unexamined survey theme. This justified a discovery phase before any build.
3. What success looks like
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Entry
Reframing question 2:“Which business result would improve if managers gave better feedback?”
→ After discussion: 90-day new-hire turnover, currently 22% (target 15%). Exit interview coding shows “no feedback / didn’t feel supported” as a stated factor in new-hire exits.
Current value
22% of new hires leave within their first 90 days (17 of 78 new hires, trailing 12 months, HRIS)
Target value and date
15% within 12 months of any intervention
How measured
HRIS separation reports, quarterly
4. Who is affected and what they do now
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Entry
Who has to do something differently?
The 70 people managers (and the leaders who set their priorities and metrics).
What do they do now?
See the performance gap analysis for the evidence-based version. Baseline found during discovery: only 31% of managers hold one-on-ones at least fortnightly, and staff rate “useful feedback in the last 2 weeks” 2.4/5. At intake, HR’s impression: “managers don’t give feedback.”
What should they do instead?
Unknown at intake — deliberately not specified. To be determined by analysis, not by the intake form.
Reframing question 3:“What have you already tried, and what happened?” → A feedback “micro-learning email series” two years ago; HR could not say whether anyone read it. No other interventions. Finding: no prior diagnosis exists to learn from.
5. What has been tried
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Previous initiatives
Email micro-learning series (2024, no completion or impact data)
Why it didn’t stick
Unknown — no measurement existed
6. Constraints and context
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Entry
Budget
“Typical course budget” (~$18k quoted for external course build)
Timeline
11 weeks; driven by board reporting of engagement survey results