Short and specific, on purpose.
A real friction log stays short — the value is in how specific each entry is, not how long. These get added whenever someone on the team notices something worth writing down mid-engagement.
Exit interviews nobody reads aren't feedback. They're a receipt for feedback that already happened somewhere else, usually in a group chat you're not in.
If your onboarding checklist has more steps for provisioning a laptop than for introducing a new hire to their team, you've built an IT journey, not an employee journey.
The most honest eNPS write-in we've ever seen: "ask me again after my manager's manager gets replaced." That's not a bad score. That's a very specific, very fixable one.
Frontline managers get four hours of customer-service training a year and zero hours of people-management training, then get blamed for both.
Alumni networks exist for executives. Frontline employees just get an exit survey and a COBRA letter. Same company, wildly different goodbye.
A job posting is the only piece of the whole journey that gets A/B tested. Everything after the offer letter is a first draft that never gets a second one.
Recognize one of these from your own organization? Get in touch — that's usually how the first conversation starts.