Help people feel the organisation. And find their place in it.
Induction helps newcomers learn about a company. Mentza Belong helps them build an understanding of it from within.
Through immersive stories, personal conversations and meaningful human connections, employees explore how the organisation thinks, what shapes its choices and where their contribution matters. They build mental models of its culture, reconcile expectations with reality, and practise the judgement their roles will require.
Conversational AI × Behavioural Intelligence makes this journey personal, relevant and paced, building emotional connection and readiness to contribute and grow.
“I work here” grows into “I have a place here.”
Built on two decades of behaviour change design. Mentza’s founders bring experience addressing complex challenges across public health, road safety and financial behaviour. They previously co-founded Final Mile Consulting, acquired by Fractal Analytics in 2017.
The plan
The journey to belonging
The journey to belonging
About 150 minutes of AI-led conversation over 16 days, then Ask HR ongoing, each paired with a human encounter. Days 60 and 90 add short check-ins to see that it has become practice.
Keep it moving
Completion, step by step
Completion, step by step
Every step completed is a step closer to the passport. It is a small, slightly playful incentive: finish the journey and the passport is yours to keep. The newcomer sees which steps are done and what comes next, and the cohort sees how it is moving together.
Meera's journey
Your story, your network and what you bring, in a keepsake you own. 5 of 8 steps done: three to go.
October cohort · top 10
The board shows the top 10 only, ranked on weeks completed. Nothing about readiness, alignment or belonging appears on it.
Management dashboard
What the organisation sees
What the organisation sees
Completion, progress, people and what the endline conversations reveal. Cohort of 18 fictional joiners, around day 13 of the journey. Open each tab.
Share of the 18 joiners who have completed each step. The steepest drop is between People connect and ProductFluency, where the sessions need the most time. A good place to protect time or reshape the step.
| Furthest step completed | Joiners | Reading |
|---|---|---|
| Day 1 | 1 | Paused for 9 days: check in |
| Day 2 | 1 | On track |
| Day 3 | 2 | 1 paused: check in |
| Days 4 to 10 | 3 | On track |
| Days 11 to 12 | 5 | On track |
| Day 13 | 4 | On track |
| Day 16, passport | 2 | Complete |
Three joiners have paused for more than a week. A pause first triggers a support check, never an assumption of low motivation.
| Joiner | Role | Steps done | Last active | Asked for support |
|---|---|---|---|---|
| Meera N. | Customer Success | 5 / 8 | Today | Custom requests: routed to manager |
| Rohan D. | Customer Success | 6 / 8 | Yesterday | None |
| Fatima S. | Product | 5 / 8 | 2 days ago | Introduction to Campus lead |
| Karthik V. | Sales | 5 / 8 | Today | None |
| Imran K. | Sales | 4 / 8 | 5 days ago | Escalation route |
| Sneha L. | Customer Success | 4 / 8 | 3 days ago | None |
| Vikram T. | Product | 2 / 8 | 9 days ago | No response: check in |
| Divya R. | Sales | 4 / 8 | Yesterday | None |
Showing 8 of 18. Visible to HR and to each joiner's own manager. Joiners can see and correct their own record. Private disclosures, raw transcripts and what someone said about a person are never shown.
Over time: who the network nodes are, the people newcomers keep turning to. Each meeting a newcomer records is a small piece of longitudinal data.
| Person | Most often named as | Newcomers (3 cohorts) | What newcomers said |
|---|---|---|---|
| Arjun S. Ambassador |
Navigator Connector | 14 of 41 | “He explained how things really get done.” |
| Priya K. Campus product |
Culture carrier | 11 of 41 | “She told the story behind the decision, and I understood the values.” |
| Anita R. Manager |
Sponsor | 9 of 41 | “She spoke about me to people I had not met.” |
| Rahul B. Finance |
Confidant | 7 of 41 | “I could say I did not understand, and it was fine.” |
Used to recognise these people, protect their time and learn what they do that others can copy. It is not a ranking and does not appear in anyone's performance record. Individual newcomers' words are never attributed. Only people named by several newcomers appear.
What 24 endline conversations from the September cohort showed.
Value that felt most like the newcomer
Part of the story that inspired them most
Social capital: share of newcomers with at least one of each kind
Fewer than one in three newcomers has a Confidant, and fewer than two in five a Connector. That is where the organisation could invest: guides who make it safe to say "I do not know", and people who introduce across teams. Shown only in aggregate.
The engagement
One week to programme launch
One week to programme launch
From agreement to a programme your newcomers can start, in seven days.
We agree the components, the cohorts, the products or roles in scope and who owns what on your side.
Two days with your team to define each component and collect the material: founding story, values and culture stories, product knowledge, policies and people.
We configure the programme: custom conversation sessions, your passport design, the network map and the management dashboard, all with your branding.
Tested end to end with your team, and ready for your first cohort of newcomers.
Getting started
Talk to us →Building the social capital
This is not about work. The newcomer is nudged to meet a few people across the organisation, over coffee, a walk or a meal. Afterwards they come back and tell us who they met, what kind of person they felt they were, and why. Over time those answers show who holds the organisation together. Click a person.
Anita R.
Sponsor
Recorded by Meera. Visible to her. Over time, answers like this show the organisation which people newcomers turn to, never who said what.
Arjun S.
Navigator
Recorded by Meera. Visible to her. Over time, answers like this show the organisation which people newcomers turn to, never who said what.
Priya K.
Culture carrier
Recorded by Meera. Visible to her. Over time, answers like this show the organisation which people newcomers turn to, never who said what.
Dev M.
Challenger
Recorded by Meera. Visible to her. Over time, answers like this show the organisation which people newcomers turn to, never who said what.
Neha T.
A living record the employee owns
Opened on day one, updated through the journey, and printable on A4 as a keepsake. Personal pages are approved by the employee before anything is shared. Turn the pages.
Mentza Belong
Holder
Meera Nair
Customer Success Associate
Joined 1 September 2026
Guide: Arjun S. (ambassador)
Page 1
The thing I was proudest of was running the student orientation for my college's first online cohort. Nobody knew who owned the schedule, so I started a shared sheet.
Where I would like to contribute
Making the first week of a new institution's rollout feel organised for the people on the receiving end.
How I like to work
With a clear owner and a short feedback loop. I notice gaps early, and I am still learning when to check before acting.
Written from my endline conversation and approved by me. No inferred labels.
Page 2
The decision to talk to learners directly, even though trainers were the ones paying. It cost them months, and they still kept the principle.
Why it stays with me
It is the kind of choice I would want to be part of making: serve the person on the receiving end first, then work out how to make it useful to everyone else.
Where my role touches it
Helping each customer reach a first useful result.
Page 3
What my network looks like: a Sponsor, a Navigator, a Culture carrier and a Challenger. Not yet in it: a Connector and a Confidant.
Each person is labelled with who they were to me, and I have noted why. Who I met is shown; my notes stay private unless I choose to share them.
Page 4
Shared OWNERSHIP. I do not wait for someone else to start, but I have learned to check first.
| How aligned each felt | |
|---|---|
| Shared OWNERSHIP | Most like me |
| Do good at SCALE | Close |
| Hire BETTER THAN US | Close |
| FLEXIBILITY in approach | Still stretching |
In my own words, from the endline conversation. Understanding a value and questioning how it is practised is a fair place to be.
Page 5
From the customer simulation with a college placement head. First attempt and retry.
| What I was assessed on | First | Retry |
|---|---|---|
| Customer understanding | 3 | 3 |
| Product accuracy | 2 | 3 |
| Relevance | 3 | 3 |
| Handling concerns | 3 | 3 |
| Clarity | 4 | 4 |
| Next step | 2 | 3 |
What I really ace
Clarity. Plain, structured explanations.
Still building
Describing the evidence the product produces instead of promising outcomes.
Welcome
Dear Meera,
Sixteen days ago you joined us. Today, you are one of us. In your passport I read someone who notices gaps and steps in, and who is learning when to ask first. Both will be useful here.
Keep asking questions, keep meeting people, and tell us when something does not make sense. We are glad you are here.
Kavita Rao
CEO (sample, fictional)
Cover: name, role, guide and joining date.
1 Who am I, where I would like to contribute and how I like to work.
2 The part of the organisation’s story that inspires me most.
3 My social capital, as a diagram.
4 The value that feels most like me.
5 My influence with a product, and what I really ace.
Last page: a welcome note from the CEO or HR.
Written from the endline conversation, the people map and the product simulator. Private disclosures and raw transcripts never appear. Fictional joiner, illustrative data.