A social solution for smarter environments.

A cutting-edge people management tool that provides highly accurate data to make your knowledge more effective.


Automate compliance with legislation, customize incident reporting, ensure privacy, receive due diligence automatically, and more.


Secure platform for safety and privacy, scientifically validated tools, more insight and data than typical engagement surveys, and more.


Automate health and safety certifications, identify trends, prevent problems with our customizable real-time incident reporting.


Data from each team or department, real-time responses to issues, predictive analysis for increasing company value, and more.

Benefits of AI2HR

Create an employee-oriented and productive workforce.

Risk Assessments

Mitigate risks with better data.

Leverage the superiority of risk assessments over engagement surveys and get more data, accuracy, and savings.

Automated Compliance

Get compliant in seconds.

Our auto-compliant platform handles the paperwork and compliance for incident reporting, assessments, and more!

Anonymous Incident Reporting

Don't be vulnerable to formalities.

Give your employees the convenience and safety to submit incident reports quickly and anonymously.

Passive Data Collection

Drive results with auto-logged data.

Instantly create archival data with our auto-logging of changes, additions, and modifications to users in the system.

Recruit Employees

Transform the way you hire, measure, and retain talent.

Find the best fit for your unique organization and identify the success factors that make you competitive as an employer.

Support & Expertise

Utilize our full support and helping hand.

Receive personalized consulting designed to drive results and mitigate risks. Explore all your options with validated investigators and experts.

Case Studies

AI2HR provides accurate, actionable and meaningful data to support the Human Resources mandate to support organizational performance with a safe, energized and engaged workforce.

Case Study #1: Manufacturing Organization

What does this mean?

Risk assessments indicate if there are problems with how leaders connect with their team. The green triangles in the above image represent good attitudes in attitudes and behaviors and rewards and punishments meant that people basically liked their peers and felt that people were rewarded based on their performance. However, they felt that their leader(s) did not support them, there was a lot of tension between the unit and the leadership and that the environment was becoming toxic.

Upon closer examination

The human resources manager talked to several people and found out that the supervisor had demanded that people go into places and situations that they felt were both dangerous and for which they were not trained. One in particular, a blaster that was not working, one person was told to go in alone and see what the problem was. Company policy clearly stated that there had to be at least 2 people present to inspect the blaster in case of emergency. This was putting both physical and emotional pressure on the unit. Because of the blaster incident, the manager was terminated with cause and the next risk assessment indicated solid greens.


Case Study #2: Sales and Marketing Team

What does this mean?

There was harassment happening! Leaders were either bullies themselves or bullying was tolerated and rewarded. There was also a very high likely hood of sexual harassment. The type and degree need to be determined but it is literally minutes from blowing up in the company’s face. This was done as an initial risk assessment before the incident reporting app was rolled out. If they had the incident reporting app, there is no doubt that there would have been several incident reports filed in a very short timeframe.

Upon closer examination

We found out that the top sales person was a bully. Because he accounted for 22% of the company’s total sales, his behavior was tolerated. It was also indicated that he was making inappropriate suggestions to female staff that could easily be construed as sexual harassment. He was literally a lawsuit waiting to happen. Because the company did not want to lose him (and his business), the initial response was to provide him training and coaching on what is appropriate behavior and what constitutes both harassment and sexual harassment. After a few weeks, we received an incident report that was sent to us to investigate. We found that the person had not changed and was still harassing his colleagues and sexually harassing female staff. We recommended he be terminated. The company was very nervous about it but a message needed to be sent (along with the liability concern) that this behavior is unacceptable no matter who it is. The person was terminated with cause. The interesting component of this was that not only did the risk assessment begin to show more greens, but that sales by the end of the year actually increased by over 30% from the previous year when the sales person was employed. The sales person was actually stealing leads and bullying other sales people which depressed the overall numbers.

Case Study #3: Healthcare Institution


What does this mean?

Overall, this was a pretty good unit. People liked and respected each other. Communication was usually good and people felt supported. The problem areas were in leadership and rewards and punishments. This indicated a problem of favoritism. Although not at the level of harassment or sexual harassment, there were warning signs that people felt that leadership played favorites and promotions were based more on whether the manager ‘likes you’ than on performance.

Upon closer examination

The human resources person found that the manager had a person to whom he was granting special privileges. One such example was that the woman was going through a separation and he gave her almost 2 weeks off, with pay, to help her ‘deal with the situation’. During this period they were in communication through informal texts. Although the texts never were in any way suggestive of any non-professional relationship between the two, it was outside of standard policy to communicate through company e-mail any issues regarding time off due to illness. In addition, the rest of the unit saw it as favoritism since the person was provided paid time off beyond company policy. The human resources person discussed the situation with the manager and provided them with a written warning to follow company procedures consistently with all staff.


Factor Analysis

In order to carry out the validation of the workplace violence & harassment scale, a Qualtrics panel sample of 315 participants (131 Males and 184 Females; Mean age M = 38.26, SD = 11.75) from a range of diverse occupations were recruited.

A Case Study: Humber River Family Health Team

The only sustainable competitive advantage for any organization is to find, develop and recruit top talent.

Detailed Overview of Risk Assessment Instrument Design and Creation

Between the period of 2014 and 2017, AI2HR (formerly known as WPV Corp) developed a comprehensive risk assessment. In doing so, we looked for not just the symptoms of workplace violence, harassment and sexual harassment but what were the leading indicators that identified the risk of both physical and psychological harm within the workplace.
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