Work and Well Being

Our logo represents an aerial. This is highly relevant to our work because it underlines the importance we place on the signal to noise ratio when measuring the well-being of employees.

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MEASURING WORK-RELATED WELL-BEING

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Why Measure Well-Being?

Benefits

Testimonials

Latest research consistently shows that employee well-being is a better predictor of people’s productivity than job satisfaction. It has been shown to be a key determinant of organisational performance and the Number One driver of employee engagement.

Employee well-being is a subjective state that takes into account physical, social, emotional, environmental, developmental and occupational considerations all within the context of the workplace. It therefore varies enormously between sector and workforce and is impossible to evaluate through observation and management intuition.

By measuring people’s well-being directly and comprehensively across all relevant dimensions, organisations are able to deliver a robust approach that’s based on facts, needs and priorities. The alternative is to waste time and resource on initiatives that are misjudged and ineffective.

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“If you cannot measure it, you cannot improve it."

Lord Kelvin

Enterprises appoint us because they want independent metrics that determine links between the well-being of their people and performance indicators.

Management teams use our findings to drive evidence-based, people strategies that tackle the real underlying issues that are impairing organisational output.

Our approach is based on proven scientific methodologies. This means that confidence in our analyses is assured.

"What gets measured, gets done."

Tom Peters

Why do organisations work with us?

1. We are the only organisation to specialise solely in the measurement of employee well-being

2. Our treatment of employee well-being extends beyond conventional definitions and is therefore more comprehensive and value-driven

3. Through our statistical modelling, we are able to establish the links between performance indicators and people’s well-being

4. Our instruments are tailored to individual organisations and/or sectors which means they are able to capture empirically and accurately the real well-being experiences of a particular workplace

5. Our analyses identify practical and measurable ways in which staff wellness can be improved

6. Our approach promotes a truly joined-up, inter-disciplinary approach to well-being management

7. We are able to evaluate the impact of well-being programmes against baseline data

8. We are independent of any wellness interventions so there is no conflict of interest when the success of such interventions is tracked over time

9. Our instruments have strong measurement properties so organisations can be confident of the results

10. Our methodologies are clinically proven

The results have been very well received

“The results have been very well received. Dissemination throughout the College has encouraged more open communication of difficulties, enhancing our ability to support our research students.”

Elaine Walsh, Senior Lecturer, Graduate School, Imperial College London

Some of the key findings were unexpected and underscored the value of this type of evaluation

“This approach to evaluating team effectiveness was new to our way of working. Some of the key findings were unexpected and underscored the value of this type of evaluation which puts the individuals’ own needs and experiences at the centre.”

Senior Director, Global Marketing Team

The process was quick and easy to do

“The process was quick and easy to do. Being able to quantify how library work affects our people has been very helpful. In particular, this work has highlighted areas that we were unaware of or have been unable to evaluate until now. It is our intention to carry out another assessment next year.”

Nicola Horsey, Assistant Director - Libraries and Information Culture, Communities and Rural Affairs Hampshire County Council

The Graduate Schools really hit the nail on the head with their PhD Wellbeing Survey

“The Graduate Schools really hit the nail on the head with their PhD Wellbeing Survey. I could identify nearly every question as something I had experienced, seen or heard about and it will be a tremendously useful project for improving the experience of postgraduate researchers.”

Student Union President, Imperial College London

The well-being of our colleagues is fundamental to their performance

“Our belief is that the well-being of our colleagues is fundamental to their performance and therefore paramount in enabling them to support the performance of all tennis players across the spectrum of British tennis from grass roots to elite players. This belief is reflected in our people strategy and plans at the LTA and the annual findings from Work and Well-Being Ltd endorse this approach. As well as establishing ways in which well-being can be boosted on an organisation-wide basis, the results have provided a practical focus on how well-being and performance can be enhanced within and by individual teams and are used to inform our people strategy and work place development programmes.”

Christine Johnson, Head of HR, The Lawn Tennis Association

This is a beacon of light in the fog of muddled thinking around wellbeing strategy and purchasing decisions

I am not easily impressed, but I have been by Bridget Juniper and her proposition for measuring work related wellbeing. The whole approach is based on the maxim ‘if you want to manage something, you first have to measure it’. This is a beacon of light in the fog of muddled thinking around wellbeing strategy and purchasing decisions.

John Picken, Shandwell Strategic Health and Well-Being

The output has delivered great value to us

“The output has delivered great value to us. Although we had a staff survey, the questions were generic and did not address the work issues specific to call centres. Work and Well-Being’s work identified, quantified and ranked the main problems associated with call centres for our front line staff. This has enabled us to develop a clear evidence-base performance strategy which is informing a large scale strategic work stream to make our national organization a better place to work. The analyses revealed some surprise findings which have been particularly valuable. As far as I am aware this is a unique approach. I would have no hesitation in recommending it.”

Richard Winter, Regional Director, National Call Centre Operation