A toolkit to define and develop your mental wellbeing measurement fundamentals in your business.Download PDF Version
This easy to use toolkit breaks down the steps required to carry out scientific and metric driven wellbeing surveys that will provide real value and insights to your organisation on the overall level of wellbeing.
Using this methodology and the worksheets available, you'll be able to elevate your current survey and develop a rigorous and continuous process of measurement. This is the first step on your journey in creating a systematic wellbeing model and fostering a healthy thriving culture.
It’s aimed at anyone that wants to increase their understanding of wellbeing across the organisation and for those who want to create and drive real change. By taking you through a detailed, yet easy to understand and implement guide, and by accessing the worksheets provided within, our overall aim is to increase your knowledge of employee wellbeing and areas that require additional focus for improvement.
Written by the team at People Matter, we hope you find this toolkit beneficial, insightful and that it will support the development of a strong wellbeing strategy across your business.
Jump to the stuff that matters most to you...
Setting the scene
Why we created this toolkit
An Introduction to Workplace Mental Wellbeing
What is Data-Driven Wellbeing?
Step 1: Understand Organisational Readiness – is it the right time to measure wellbeing?
Step 2: Set Solid Foundations
Step 3: Engage Key Stakeholders
Step 4: Kick Off
Step 5: Measure What Matters
Step 6: Data Collection - design the survey
Step 7: Data Collection - setting up the survey
Step 8: Know your Audience – communications planning
Step 9: Define your Trust and Ethics Approach - be as explicit as possible
Step 10: Launch, Analysis and Interpretation
Step 11: Insights to Action
Don’t Stop There - Continuous Improvement
About People Matter
Throughout this guide we reference a pack of documents that we've created to help you implement this process. The document pack includes:
• Action Plan
• Deep Trust Manifesto
• Questions for wellbeing survey
• Comms Plan Template
• Analysis Spreadsheet
What we measure shapes what we collectively strive to pursue – and what we pursue determines what we measure
Report by the Commission on Measurement of Economic Performance and Social Progress
Our society and organisational values and goals – as well as the challenges that we collectively face – shape our drivers, priorities and what we measure.
The global pandemic has meant that mental health has become an urgent priority for organisations. Increased isolation, uncertainty and stress due to national lockdowns, large-scale remote working and blurred work-life boundaries have put pressure on workforce mental wellbeing. This challenge has sparked new impetus to invest in understanding, measuring and protecting the mental wellbeing of employees.
98% of CEOs state that employee mental health and well-being will be a priority, even after the pandemic
This new spotlight looks set to stay. A recent study by Deloitte highlights that 98% of CEOs state that employee mental health and well-being will be a priority, even after the pandemic is over. Organisations are now grappling with what new hybrid working models look like and what this means for employee wellbeing.
But how do we best measure workplace mental wellbeing? What is important to measure? What we measure and how we measure it, informs what we pursue and where we put focus on within this space. If you get this wrong, you could find yourself missing important insights to inform where to act.
And how do we create trust, instil ownership and build accountability within the business to drive the right action and culture?
This toolkit was developed to be your guide. Providing step-by-step advice, worksheet templates, instructions, recommendations and more, we set out to specifically help. This guide won’t cover all aspects – instead think of it as a good introduction to help you jump start your wellbeing measurement.We expect these tools will give you a significant head-start, but that you’ll still need to customise and personalise the worksheets and suggested tactics within your specific industry, company and culture. If we can be of any help as you do that, please don’t hesitate to reach out and ask.
Key questions this toolkit can help you with:
• What is important to measure?
• How do you engage your teams and build trust?
• How do you shift from insights into action?
• Action Plan
• Questions for wellbeing survey
• Comms Plan Template
• Analysis Spreadsheet
1 in 4 adults experience some kind of mental health problem each year.
Research by the mental health charity MIND continually highlights that on average 1 in 4 adults experience some kind of mental health problem each year. With various studies over the last two years reporting that burnout amongst employees is rising, fast. Most show levels of between 25% - 35% of the workforce at any given time feel like they are burning out. In the 2020 Deloitte report, the cost to the UK economy alone is estimated as between £42 - £45 billion annually and it’s still increasing with levels of presenteeism and absenteeism on the rise. And all this before a global pandemic hit us too!
25% - 35% of the workforce at any given time feel like they are burning out
With the cost to individuals health and business being so high, it’s time for organisations to step up and support employees' mental wellbeing, not just by providing yoga sessions, but to really get to the heart of the matter. Preventing the extraordinary pressures people are continually working under, unrealistic deadlines and always on cultures. Behaviours need to change, leaders need to become more empathetic and show willingness to lead by example. But cultural change cannot happen overnight, in isolation or without a systematic approach to wellbeing.
The cost to the UK economy alone is estimated as between £42 - £45 billion annually
But to really get to the issues you need to have the right data and insights to support individuals and the business on this journey.
Measuring mental wellbeing is fast becoming a ‘must-have’ capability within organisations. This means looking beyond traditional measures such as employee engagement or absence data. Often these approaches are two narrow and miss the core factors important to mental wellbeing. In fact, research has shown that high engagement can still lead to burnout – a state of chronic stress where people experience extreme exhaustion, cynicism and detachment. In addition, absence data often misses information on the true reason why someone is off sick. A recent study by The Mental Health Foundation showed that of the 49% of people who had taken mental-health related absence in the last year, 45% of them gave another reason for their absence. In addition, absence data only gives you insight on the point of ‘crisis’ rather than insights on how poor mental wellbeing can be prevented.
Developing a robust and trustworthy approach is key to being able to get to the heart of mental wellbeing. Getting it wrong can be costly.
People distrust the process
Measure the wrong things
Data gathered is useless
Inaccurate identification of issue
Interventions that miss the point
Disconnect to the business
Lack of action and ownership means issues fester
A data driven wellbeing solution can be broken down into 4 key components.
• Measurement – what and how you measure mental wellbeing to generate data
• Identification – analyses of data to identify core issues, trends and opportunities
• Intervention – decision on actions
• Review – measure success, continue cycle to drive improvements
Measurement is only valuable if done right - with the correct buy-in, communications, measures and action plans.
To execute measurement, ownership should not just sit within HR or within the wellbeing teams.
Selecting the right measures is paramount to success. As a wellbeing champion, you must also understand the different needs, concerns and contexts of different stakeholders and priorities within the business.
Therefore, a comprehensive data-led wellbeing measurement program requires:
• Clearly stated objectives and vision
• A structured communication strategy between HR and business departments
• A clear plan
• A robust data-collection approach
• Ethical practice and trust
• Strong buy-in and engagement from people and the business
• Ownership to move from insight to action
• Continued investment to drive accountability and continuous improvement
Mental wellbeing measurement is popping up everywhere you look right now. But this doesn’t mean you should blindly dive in – that’s a recipe for disaster. It’s important to first take the time to identify the readiness of your organisation to embrace actions in the mental wellbeing space.
HR teams are now better equipped with the skills and technology required to engage, measure and identify areas to act on insights
Wellbeing measurement has been delivered by expert practitioners and HR teams dating back to the 1980s. Yet HR teams are now better equipped with the skills and technology required to engage, measure and identify areas to act on insights gathered at scale.
How do you know if now is the right time for your organisation to measure wellbeing? What do you need to prepare for in advance of launching a new measure? Here are some practical evaluation points to consider for your organisation.
List of Barriers:
• Lack of people resource
• Lack of senior management support
• Lack of multi-disciplinary working – siloed functions
• Employee survey fatigue
• Distrust in how data will be used
• Dedicated well-being/project manager
• Support from senior managers
(Internal sponsorship for resilience and wellbeing)
• Psychological safety culture
• Competing priorities/lack of time
• Financial constraints
• Organisational change and restructuring
• Organisational culture
• Unable to show business case
• A need to understand business and people risk factors
- Established wellbeing strategy and vision
• Clear links can be made to internal initiatives
• Access to survey tools
• Internal communication resource
• Able to show business case
Key Questions to answer:
• Why is now the right time?
• Why will your business care right now?
• Why might it not work right now?
• What will be important to have in place?
All good mental wellbeing measurement approaches start with a strong foundation. This means engaging early on with key stakeholders who are important to the success of measurement and action. Without support within the business, the whole thing can fall flat.
Link Measurements to Strategy
• How does measurement link to the business, people or wellbeing strategy?
Set out Objectives
• What is the core objective of measurement?
• What will success mean?
Identify key sponsors
• Who in the business is already passionate about wellbeing?
• What key influencers can you get on board?
Socialise your thinking
• Who can you bounce off thinking and ideas with?
• How might you start getting key people familiar with what this is about?
• What data or information will help convince people that this is important?
• What value will this bring?
• How will you communicate the value of this?
Start with a plan that outlines and breaks down what the overall objectives are. Be clear on how measurement will add value to your organisation.
Launching measurement requires involvement from everyone across the business – whether that be as a participant or being a more active sponsor to promote it. Ultimately you will need to be clear on who is involved, assign responsibilities and build buy-in.
People to involve:
Wellbeing / Project Manager
Owns the overall plan and delivery.
Senior Business Sponsor
Promotes importance and intention of measurement. Builds belief and trust that this is a business priority.
Senior HR Sponsor
Promotes importance and the vision of mental wellbeing within the business.
Advocates mental wellbeing, engages people on a grassroots level, helps to inform approach.
Supports communications to drive engagement and adoption.
You may also need to engage with HR Business Partners in the planning process. HRBPs will help inform how to best engage business functions and will play a key role in implementing the measurement approach.
Remember to ask for input and ideas from key stakeholders around the business.
It is important to ensure everyone understands the value of measurement and has input to the approach. Start on a more one-on-one basis to share your initial ideas and objectives. Ask for input and ideas. Outline why this might be a benefit to them:
• An opportunity to understand how healthy culture is today – gain a baseline
• An opportunity to spot risks and hotspots within the business
• Clarity on where wellbeing actions and investments are best focused
• A methodology to review success and ROI when investments are made
• A shift to more proactive rather than reactive actions
It’s essential to absorb stakeholder’s input and communicate your own intentions to come to a consensus – mental wellbeing measurement isn’t effective if HR and the business don’t lock arms and work together.
Anticipate concerns and actions;
• What challenging questions might arise?
• What information might you send as a follow up to the conversation?
Tips on communicating the case:
‘Sceptic’; challenger, questions the value of focus/investment on mental wellbeing
• Provide data & information on business case
• Be clear on ‘why now’
• Link to business priorities
‘Too Busy’; difficult to get time with
• Keep messaging concise
• Focus on overall goal
• Be clear on expectations /needs of them. Avoid demanding too much time, too soon.
‘Advocate’; known champion and supporter for mental wellbeing
• Focus on meaning & purpose
• Bring clarity on personal opportunity
- Outline roles and responsibilities they can help with
- Be clear on expectations and plans
This meeting is your opportunity to get all parties on the same page with regard to objectives, definitions, who’s doing what, and how you will both execute, measure and adjust tactics moving forward.
In advance of the meeting, set an agenda and a short pre-read you feel is relevant to help everyone prepare.
Things to cover in the meeting:
Vision & objectives
• Discussion on key objectives – gain alignment
• Requires that each function focus on how their activities support and interact with each other in service of the shared outcome
Define what great looks like
• Expectations from each person on what success means
• Explore options for measurement and data
• Outline requirements for reporting
• Be clear on how the measures will enable decision and action
Roles and responsibilities
• Ensure clarity of roles within team
• Outline key departments or stakeholders to engage with outside of project team
• Agree project cadence – how often will you meet?
• Outline of key phases of project
• Share target milestone dates
• See Worksheet for examples
Key enablers and barriers
• Discuss key risks, barriers and enablers to help project success
• Come up with a name and the language you want to use
• Discuss options to collect data
• Discuss options to promote and communicate measurement
Following the meeting, send a recap of what was discussed and a summary of actions. It is important to ensure everyone is clear on next steps and their role following the meeting.
Mental Health and Wellbeing is defined by WHO, as “a state of mental and psychological wellbeing in which every individual realises his or her own potential, can cope with normal stresses of life, can work productively and fruitfully, and is able to make a contribution to his or her community.”
Some characteristics of good mental wellbeing are:
• Live and work productively
• Fell and express a range of emotions
• Feel engaged in the word around them
• Build and maintain good relationships with others
• Adapt and manage in times of uncertainty and change
• Feel relatively confident in themselves and have a positive self-esteem
Traditional employee surveys tend to focus specifically on engagement and employee experience. To get a full picture of mental wellbeing, it is important to look at
• Mental, emotional and energetic states
• Environmental risks to mental well being
• Motivational factors within the role or social environment that support positive mental well being
• Health behaviours and habits that help or hinder mental wellbeing
We call this 360 mental wellbeing, which promises to provide a more holistic view of our personal and working contexts important to our overall mental wellbeing.
Only those organisations that take a ‘whole-person’ approach to managing mental health issues will reap benefits from their wellbeing strategies.
Our 360 wellbeing model covers four key areas;
Social-environmental factors - things in your world that drain or boost energy:
- Pressures - The factors of an individual's environment that challenge them. These could be areas such as time, ease of demands and focus.
- Boosts - The positive influences and things in life that excite, motivate and fulfil us. Things like relationships, meaning, support and appreciation.
Personal factors - things you can personally influence through direct control, experience or perception:
- Emotions - How positive and negative emotions and energy you feel day to day. This includes factors relevant to burnout, engagement and mental wellbeing.
- Behaviours - Your personal actions that help manage, restore and protect wellbeing. We split this into
Self-Management and Self-Care Behaviours. Things such as work-life balance, switching off, rest and physical activity.
Once you have established the core objectives, team and plan, you can start building out your methodology for data collection. Measuring mental wellbeing can be achieved by creating a survey that asks people to complete a defined set of questions. This means that employees provide feedback directly on their subjective mental wellbeing experience.
When designing your survey, you will need to consider:
• Measurement cycles - how frequently do you intend to measure wellbeing?
• Reporting- who will see the insights and what is the expectation
• Depth- how rich do you need insights to be? What is the ideal length of the survey?
• Action- who and how actions will be taken
Weekly pulse survey
• Short & sharp (maximum 5 questions)
• Provides ‘fast’ insights to drive iterative actions
• Keeps cultural focus and momentum on wellbeing
• Limited depth of insights - maybe harder to see impact of actions
• Requires consistent weekly resource to administer and manage
Monthly pulse survey
• Short & sharp (maximum 10 questions)
• Provides ongoing insights to drive continuous improvement
• Keeps cultural focus and momentum on wellbeing
• Limited depth of insights
Quarterly, every 6 months
• Mid-length (maximum 30 questions)
• Opportunity to provide more in-depth insights - enables more accurate and more focused actions
• Delays action - issues may fester
• Requires deeper analytical skill to interpret
• Mid-length (maximum 30 questions)
• Risks leaving poor mental wellbeing and cultural issues to fester
• Actions become too delayed and disconnected
• Does not embed ongoing ownership and continuous improvement
Example Wellbeing Survey Questions
We have put together a bank of example wellbeing questions:
Example Wellbeing Survey Questions
Demographic Questions should always be included within your survey, this enables further analysis of the results at a more granular level, making the insights more valuable and the actions more specific and providing the opportunity to identify specific trends.
Example demographic questions include: Location, Business Unit, Department, Time in company, Age, Gender, Level in organisation
By now you should have a pretty strong plan that has been defined. There are many different methods to gather data;
• Survey - the focus of this toolkit - example questions
• Wellbeing Data Analytics - blog post coming soon
• Okina - mental wellbeing companion for employees - learn more
Next up you need to get your survey set up. This means:
1. Selecting a survey tool - options include Typeform, SurveyMonkey, and Qualtrics to name a few. It is important to choose a tool that allows you to download raw scores and edit the logic. Each tool has its own merits - some tools provide a slicker user experience whereas others will be stronger at the scoring logic and analysis features.
2. Decide on the question-answer design - are you asking people to respond on a scale? It is important to take a consistent approach for every question to help ensure the data is as reliable and valid as possible. It makes things ten times easier for the analysis stage too.
3. Defining the scoring logic - how you will score answers to enable easier data analysis.
4. Develop the survey copy - the welcome page- providing a clear, transparent approach to the purpose of the survey, consent, privacy and intended use. Don’t forget to add a thank you page too!
Using a Likert-scale
What is it? A type of psychometric response scale in which responders specify their level of agreement to a statement typically in five points: (1) Strongly disagree; (2) Disagree; (3) Neither agree nor disagree; (4) Agree; (5) Strongly agree.
Likert-scale scoring logic
The scoring logic refers to how you allocate a score to the different answers a participant can choose from for each question. This is an important step as it allows you to provide a ‘total’ wellbeing score and way of ‘averaging’ to evaluate the overall mental wellbeing index
Reverse questions To protect against ‘survey fatigue’ it is important to include a mix of positively framed questions and reverse questions (described more negatively). Remember to score the responses for each to align with what is positive and negative.
Example scoring logic for a positively framed question:
Question: How healthy would you rate your mental wellbeing today?
Example 'reverse scoring logic for a negatively framed question:
Question: How worried have you been feeling about your mental health recently?
Not worried at all
• Try to include a mix of positive and negative angled questions
• If designing your own questions, be as specific as possible in what you ask
• Be clear on what each given question is measuring
Before you can launch and begin engaging individuals to complete your measurement survey, you’ll need to answer several specific questions:
• Who specifically are you inviting to engage? (Remember: you may be targeting everyone across the business, but specific departments or regions might need to be understood to get to know their context, needs and unique concerns)
• What are their objectives, and obstacles to success?
• What different channels are available to use?
• Which approaches feel most appropriate for these audiences?
The better you can answer these and related questions, the more precisely and successfully you can engage with and ensure your messaging resonates. Stronger communications = greater trust = more engagement = more data.
The following template was created to help you crystallize your communication plans. It will be important to ensure that the content, stories and messaging are consistent, crisp and transparent.
To access the template comms plan click here.
Mental Health is sensitive and personal, always respect people's privacy.
You’ve put in the hard-work and have almost everything ready to go live. But, why should employees trust this and why should they care? Prior to going live, you will need to be clear on the ethics, legal considerations of gathering data and how to build trust. For amore detailed exploration of trust, read our Deep Trust manifesto.
Mental Health is sensitive and personal
This is particularly important when it comes to mental wellbeing. The Mental Health Foundation found that there were three top reasons that employees choose not to disclose the true reason for their absence:
· 46% did not report mental-health related absence for fear of being discriminated against or harassed by colleagues
· 41% did not report mental-health related absence because they feel/ felt ashamed to do so
· 45% did not report mental-health related absence because they felt it is none of their employer's business
Unfortunately stigma, fear and shame can be associated with mental health. According to new Bupa Global research, 42% of board-level executives feel their reputation would be harmed if it became known they were struggling and 39% said they would not seek help for fear of it impacting their social or professional standing. This only feeds the stigma around mental health and does nothing to help raise awareness of the issue so it can be managed.
You will need to consider a number of factors to help address these challenges.
Your data will only ever be as good as people feel trusting and safe enough to respond and honest in their answers. Small data-sets can be unreliable. The more people who complete the survey the better - and to help that, you need to win the hearts and minds of employees.
Set a clear intention and commitment to improve mental wellbeing - create a clear value exchange
A recent Accenture study found that 92% of employees are open to the collection of data on them and their work in exchange for an improvement in their productivity, their wellbeing or other benefits. The most popular benefits to get in return for data are improved productivity and performance; safety at work; fairer pay, promotions and appraisals. 70% of employees say that in return for their permission to collect data, employers will have to give them more control over how it is used.
70% of employees say that in return for their permission to collect data, employers will have to give them more control over how it is used. This can be attained by providing explicit opportunities for employees to provide informed consent. This means that employees can enter research freely (voluntarily) with full information about what it means for them to take part, and that they give consent before they enter the research. Consent should be obtained before the participant starts the survey. The minimum requirements for consent to be informed are that the participant understands what the research is and what they are consenting to.
There are two distinct stages to a standard consent process:
· Stage 1 (giving information): the person reflects on the information given; they are under no pressure to respond to complete the survey immediately.
· Stage 2 (obtaining consent): the survey clearly states the terms of the research, often as separate bullet points or clauses; the person agrees to each term(giving explicit consent) before agreeing to take part in the project as a whole.
Example consent copy
Welcome to the (your company name) Wellbeing Survey. As an organisation we take your wellbeing seriously, in order to help us understand the current state of wellbeing across the business and take action to improve this in the future, you’re invited to take part in this short survey which will take about 3 minutes to complete.
The survey is completely anonymous, and your individual responses will not be shared with anyone. Only high-level trends and patterns will be analysed, at a level where individuals will not be identifiable. By completing this survey you will be providing (your company name) with insights to help improve the organisation for everyone.
A short reminder of GDPR
Researchers should ensure that they comply with the General Data Protection Regulation (GDPR) during and after the consent process, especially if they will be collecting ‘special category’ (ie sensitive) data or personal data.
Privacy & Transparency
58% of employees are unwilling to let employers collect data if they did not keep it private when the expectation was that they would. Remember;
· Every participant should be anonymous
· Be clear that data will not be shared
· Be clear about who will analyse anonymised data (e.g. HR)
· Do not collect personal information that could mean an individual is identifiable
· Be clear that all data analysis will protect privacy
A recent Accenture study found that 92% of employees are open to the collection of data on them and their work in exchange for an improvement in their productivity, their wellbeing or other benefits.
Once you go live, it can take anything from one to four weeks to collect data. Make sure to set a deadline and to remind people to complete the survey to help encourage participation - this is where you business sponsors can play an important role to promote this. You should aim for an 80% completion rate, however given that mental health is sensitive you may find that this is harder to achieve. Once you have closed the survey, you can start the important and exciting process of analysing data.
There are three parts to this;
'Cleaning' the data
Review the data set and remove incomplete, inaccurate or irrelevant data. This might occur if someone started the survey and didn’t complete it. You might also want to look for anything that looks odd - for example, if someone has answered questions with the same score for every question. This might indicate someone was not reading and answering the questions properly. You will also need to delete data for participants who have not given consent.
Analysing the data
Review the averages and the range of data first. This enables you to get an initial idea of the shape of the data.
Interpreting and summarising the data
Using our wellbeing index matrix, you can start to understand the current wellbeing of the organisation. This stage also involves looking at different departments or groups of people to compare results.
Access to this data set should be limited to protect privacy. Do not share this data with anyone other than those who have been selected and given permission.
A template analysis Worksheet can be found here. Please note this will need to be edited and formatted to suit your organisation - this is provided as a high level guide.
Four types of data
Within the world of data analytics, typically there are four levels of analysis that are considered. The level being used when using a survey tends to focus on ‘descriptive’ statistics. Technology, such as Okina, now enables deeper and more accurate analysis beyond this.
· Descriptive- what happened?
· Diagnostic- why did it happen?
· Predictive- what will happen?
· Prescriptive- how can we make it happen?
Reviewing the data - key questions
· Look at averages - what do you notice? Which questions index higher than others on average?· Explore averages by groups - what do you notice? Which groups index higher or lower?
· Have a look at the range - are people answering in a similar way or does it widely vary?
· What do you see being the core themes?
· Create relevant charts and graphs to help you see the shape and distribution of data
· Is there anything surprising?
Pro Tip; Review the Standard Deviation. The higher the standard deviation, the wider the range of answers will be.
The Wellness Index provides insight on the overall level of cultural health within your organisation. If the index is higher, it indicates people are likely to be feeling healthy in their mental wellbeing and have good positive environment influences. Lower indexes indicate poorer wellbeing or that people are experiencing challenges in their environment that could impact mental health.
0 - 20
People are likely to be really struggling at the moment. Overall, the majority of people are feeling 'up against it' and need additional support. Finding ways to show care, trust and empathy will be central to supporting your workforce.
21 - 35
Things are very challenging at the moment for people. Overall, people generally are in need of additional support in their lives. It will be important to consider how people can reach out and ask for help in your organisation.
36 - 50
It is likely that people feel a mix of challenges that are testing them at work and in their personal lives. It will be important to investigate how the working environment may be impacting your people right now.
51 - 65
There is likely to be areal mix of positive and negative mental wellness experiences. It will be important to explore where the hotspots and risk areas are within the business. Are there specific areas or groups in need of more support?
66 - 80
Overall people within the business are feeling pretty good. It will be important to explore which teams are thriving most and to understand what might be driving that. A great place to build from and strengthen the positive energy.
81 - 100
Mental wellbeing looks to be very healthy and thriving at the moment. It would be a great opportunity to learn what people appreciate and enjoy most right now. Bottle it up. Keep up the great work.
Interpreting and summarising data
This is a critical stage to ensure that data is summarised to the right level of detail and in the right format to ensure it can be understood by key stakeholders.
· Put together relevant information for each stakeholder
· Organise summary trends together
· Keep key messages simple and clear
· Be aware of the sample size when interpreting data or themes
· Avoid making assumptions of what things might mean
· Avoid over loading people with data
The final stage is the most critical step to delivering value to employees and the organisation.
By this stage a lot of time and effort has been put into launching and analysing your mental wellbeing measurement. This final stage is the most critical step to delivering value to employees and the organisation. Without this step being carefully and persistently invested in, you’ll find yourself falling trap to the insight-action gap - a chasm that often means nothing good happens from these efforts.
Clear themes have been identified and summarised at all levels of the organisation. The data tells a story that can be communicated to others to understand. Make sure key stakeholders understand insights fully before moving to the next stages. Story-telling is a great way to communicate insights in away that resonates.
Identification of specific issues or areas that need to be addressed. This could be understood at an organisational level, department or group level.
Understanding has been built around the broad choices and approaches that can be taken to address issues and action areas identified. Inform yourself of different evidence based interventions. Develop a broad strategy and options before jumping into action.
Decide on actions to be taken - this can be from an organisational, leadership, manager, HR or departmental perspective.
Continued measurement and review to understand success of actions. Creating feedback loops is essential.
· Organise a session with each department leader to review the insights
· Engage stakeholders before sharing data by asking questions on what they expect to see- what is their hypothesis?
· Be clear on what was measured and why
· Ensure the identified areas to action are clear
· Facilitate discussion on options about how to take action. Ask open questions to get them thinking about this and to gain their input
· Create accountability by defining a shared plan
· Access an example action plan template here
Once you have established a process and gathered your initial insights and actions, important to continue to measure, review and improve. You may find that certain parts of the process worked well and others need improving upon too.
· Run a review with your project team to discuss key learnings and things to improve
· Agree how regularly the process should run
· Agree on going roles and responsibilities - who will own the process? How will actions be reviewed with leaders and key stakeholders?
· Plan the next milestones
No matter where you are on your mental wellness journey, the most important thing is to start. Measurement provides a strong basis to not only gain insights on where issues might be, but it also provides data to help support a business case for change within the organisation.
We combine leading human understanding and technology to design wellness solutions that help people and organisations thrive.
For the individual we have an app, Okina which provides personal insights for the individual to better understand their current state of wellbeing, and how to either improve or maintain this.
For the organisation there is Okina Care, we have developed our cultural analytics platform that delivers deep insights from across the organisation, giving real time access to identify areas of concern and create specific interventions where and when it’s required the most.
Unique to People Matter our Digital Self™ technology provides an in-depth view of how individuals' digital working environment affects their wellbeing.
If you would like to find out more about how your current and future wellbeing strategy can be supported through our innovative technology we would love to hear from you.
Below are links to several wellbeing reports that might be of interest to you:
Deloitte: Mental health and employers - Refreshing the case for investment
Resetting the World with Wellness White Paper Series - Global Wellness Institute
CIPD Health and Well-being at Work Report
CIPD Growing the health and well-being agenda: From first steps to full potential
Mind's Workplace Wellbeing Index
Capita People Solutions PDFs - Workplace Wellness: Employee insight report