The measurement of well-being at work is now a strategic issue for any organisation concerned about its performance. At AssessFirst, we observe that companies that regularly assess the level of satisfaction and fulfilment of their employees enjoy considerable advantages in terms of productivity and engagement. This approach allows for the precise identification of stress factors, organisational dysfunctions, and levers for improving quality of life at work. Our guide presents the essential methods, tools, and indicators for implementing an effective well-being measurement system, as well as the concrete actions to be taken following this evaluation.
Why measuring well-being at work is essential today
Measuring well-being at work is becoming a necessity for modern organisations. It is no longer simply a social concern, but part of an overall strategy for performance and sustainability. Let’s take a look at why this practice has become essential.
Direct impact on performance and productivity
Well-being at work refers to the feelings of satisfaction and fulfilment experienced by a person in the workplace.. This subjective dimension directly influences the company’s objective results. In a widely quoted study, the University of Warwick demonstrated that happy employees are 12% more productive than their less fulfilled colleagues. This increase in productivity represents a considerable competitive advantage when multiplied by the total number of employees.
By regularly measuring well-being , we can identify the factors that help or hinder job satisfaction.. By systematically assessing the level of well-being, companies can adjust their management practices, their work organisation and work environment to maximise the potential of their teams. The data collected serves as the basis for targeted actions that boost collective and individual effectiveness.
The impact can also be measured in terms of the company’s external attractiveness. An organisation recognised for its attention to the well-being of its employees naturally attracts quality talent, reducing recruitment costs and increasing the quality of applications. Visit The link between satisfaction and performance then becomes a virtuous circle that feeds the company’ s overall competitiveness.
Prevention of psychosocial risks and absenteeism
Measuring well-being at work is a powerful tool for preventing psychosocial risks. By identifying the weak signals of unhappiness at an early stage, the company can take action before serious problems arise, such as burn outor interpersonal conflict. This proactive approach to mental health at work can help avoid the considerable human and financial costs associated with these situations.
Theabsenteeism rate is a particularly revealing indicator of the level of well-being in an organisation. High levels of absenteeism are often a sign of underlying problems related to working conditions or organisationalclimate. By measuring well-being on a regular basis, companies can identify the root causes of absenteeism and take appropriate corrective action.
Occupational illnesses, whether physical or psychological, generate considerable direct costs (replacement, care) and indirect costs (loss of productivity, disorganisation). An active policy of measuring and improving well-being can significantly reduce these risks. In this way,improving working conditions becomes a profitable investment rather than just a legal obligation.
Strengthening talent engagement and retention
Regularly measuring well-being at work contributes directly to strengthening employee commitment. Here are the 5 concrete benefits of this approach on commitment:
- Reduced absenteeism in the company thanks to better consideration of employees’ expectations
- Reducing psychosocial risks such as burn-out, boredom and team conflicts
- Increased commitment and productivity from teams who feel listened to and valued
- Building employee loyalty and reducing staff turnover by continuously improving working conditions
- Improving the employer brand and attracting new talent through a positive reputation
Employees who perceive that their well-being is a real concern for the company naturally develop a stronger sense of belonging. They are more committed to their tasks and become ambassadors for the employer brand. This positive dynamic strengthens team cohesion and creates a virtuous circle where commitment feeds performance.
Retaining talent is a major challenge in a highly competitive employment market. Companies that actively measure and improve the well-being of their employees see a significant reduction in staff turnover. This team stability helps to preserve key skills and reduce recruitment and integration costs. The methods of strengthening engagement are therefore a strategic investment for any organisation.
Key indicators for assessing well-being at work
To effectively measure well-being at work, it is necessary to rely on relevant and complementary indicators. These data make it possible to objectify a reality that is sometimes difficult to grasp and to guide improvement actions.
Quantitative indicators: staff turnover, absenteeism and productivity
Staff turnover is a key indicator of health and safety within an organisation. A high turnover rate often indicates a deep-seated malaise, while a moderate turnover rate may reflect a healthy dynamic of renewal. A detailed analysis of this indicator, in particular by department or by profile, enables us to identify specific areas of tension requiring priority action.
Absenteeism is another major quantitative indicator of employee well-being. High levels of absenteeism generally reflect disengagement or difficulties linked to the workload or industrial relations. Distinguishing between short and long-term absenteeism, and analysing the reasons for absence, provides valuable information on the nature of the problems encountered.
Physical and mental healthindicators complete this quantitative picture. The number of accidents at work,these data, analysed over time, can be used to measure the effectiveness of the actions taken and adjust the well-being strategy. These data, analysed over time, can be used to measure the effectiveness of the actions taken and to adjust the well-being strategy. To find out more, read our guide on analysis of staff turnover.
Qualitative indicators: satisfaction, motivation and commitment
In addition to numerical data, qualitative indicators provide a more detailed understanding of employees’ experiences. Employee Net Promoter Score (eNPS) measures the propensity of employees to recommend their company as an employer. This simple score reflects the emotional attachment to the organisation and is a powerful indicator of the job satisfaction.
The level of employee satisfaction, assessed via regular surveys, makes it possible to explore various dimensions of well-being: relations with management, meaning of work, recognition, prospects for development, etc. These surveys gain in relevance when they are carried out at regular intervals, making it possible to measure changes and the impact of actions taken.
Work-life balance is now a major qualitative indicator of well-being. The perception of this balance varies according to the individual and the time of life, requiring a personalised approach. Individual interviews and questionnaires on motivation at work can be used to explore this dimension and identify employees’ specific expectations in this area.
The Employee Net Promoter Score (eNPS) as a social barometer
TheEmployee Net Promoter Score has established itself as a benchmark tool for measuring the social climate. within organisations. Its ease of use and its ability to summarise an overall feeling make it a particularly popular indicator for human resources departments.
Here is a comparative table of the main indicators for measuring well-being at work:
| Indicator | Description | Recommendedfrequency | Advantages | Limitations |
| eNPS | Measures propensity to recommend company | Quarterly | Simple, comparable, international standard | Does not detail causes |
| Turnover | Staff turnover | Monthly | Objective, easily measurable | Lateindicator, multifactorial |
| Absenteeism rate | Percentage of absence over theoretical working time | Monthly | Indicator of ill-being, easy to monitor | Sometimes complex to interpret |
| Satisfaction questionnaires | Detailed assessment of various dimensions | Half-yearly | information, customisable | Risk of fatigue, declarative bias |
| Individualinterviews | Qualitativediscussions on professional experience | Quarterly | Depth of analysis, relationship of trust | Time-consuming, depends on the quality of listening |
The complementary nature of these indicators provides a global and nuanced view of the situation. Cross-analysis of these data makes it easier to identify priorities for action and measure their effectiveness. To find out more about HR performance indicators, we invite you to consult our dedicated guide.
Scientific methods and tools for measuring well-being at work
Measuring well-being at work requires rigorous, scientifically validated tools. These methods make it possible to objectify a subjective reality and effectively guide improvement actions.
The Well-being at Work Index (IBET): methodology and application
The IBET was created by Mozart Consulting to measure trust between employees and employers. This index is based on a robust methodology that combines quantitative and qualitative analysis. It assesses the quality of professional relationships, a determining factor in well-being at work.
The strength of the IBET lies in its ability to integrate objective HR data (absenteeism, turnover, accidents) and subjective elements collected via questionnaires. This dual approach makes it possible to capture the complexity of workplace well-being and identify priority levers for action. The overall index obtained facilitates monitoring over time and comparison with other organizations in the same sector.
The application of IBET is generally carried out in three phases: collecting HR data, administering a questionnaire to employees, and then cross-analyzing the results. This methodology allows for an accurate diagnosis of the situation and measuring the impact of the actions implemented. To further develop strategies for improving the We invite you to consult our dedicated resources on well-being at work.
Health Management Measurement ( HMM ): principles and implementation
Developed by Malakoff Médéric, the MMS is a comprehensive tool for assessing well-being at work. Its 64-question questionnaire explores five fundamental dimensions: physical occupational risks, risks related to work organisation, employees’ state of health, their health and well-being and the social context.
This multidimensional approach allows for the precise identification of risk and protective factors for well-being within the organization. The MMS assesses, in particular, workplace tensions, lack of autonomy, psychological pressure and even lack of recognition, all organizational factors having a direct impact on psychosocial risks.
Implementation of the MMS requires clear communication on the objectives of the approach and the guarantee of confidentiality of the responses. The analysis of the results makes it possible to develop an action plan targeted on the dimensions requiring priority intervention. This approach is part of a global vision of the quality of life at work which goes beyond simple risk prevention to aim for professional development.
Anonymous questionnaires and social climate surveys
Anonymous questionnaires are a valuable tool for measuring workplace well-being. Here are the 7 essential steps to creating and implementing an effective questionnaire:
- Clearly define the objectives of the questionnaire by identifying the dimensions of well-being to be assessed
- Choose relevant questions combining quantitative scoring and free fields for qualitative comments
- Guarantee complete anonymity of respondents to encourage sincere and liberated expression
- Communicate effectively on the importance of the process to teams to maximize the participation rate
- Analyze the results by identifying priority areas for improvement and strengths to be developed
- Share results transparently with all employees to build trust
- Develop a concrete action plan based on feedback, with measurable objectives and a specific timeline
Social climate surveys allow us to assess the working atmosphere and the quality of professional relationships. They constitute a valuable barometer for measuring changes in collective well-being and the effectiveness of the actions implemented. To help you in this process, we have developed a model well-being questionnaire that you can adapt to your organisational context.
Our predictive approach to measuring well-being at work
At AssessFirst, we’ve developed an innovative approach to measuring well-being, based on predictive analytics and artificial intelligence. This methodology allows us to anticipate risks and adapt actions to specific employee profiles.
How our solution analyzes soft skills related to well-being ?
Our approach combines behavioral skills analysis and workplace well-being assessment. We have identified that certain soft skills are directly correlated with individuals’ ability to maintain a high level of well-being in different professional contexts. This approach allows us to go beyond symptoms to understand the underlying mechanisms of well-being.
Resilience, emotional intelligence, adaptability, and assertiveness are behavioral skills that directly influence professional experience. By assessing these dimensions, we can identify profiles that are more vulnerable to stressful work situations and propose targeted preventive actions.
Our methodology is based on scientifically validated models in work psychology and behavioral sciences. This rigor allows us to offer reliable and actionable analyses to sustainably improve team well-being. To better to identify employees ‘ needs in terms of well-being, our platform offers precise and personalised analysis tools.
Anticipating risks using artificial intelligence
Our artificial intelligence algorithms enable us to detect weak signals of malaise before major problems arise. This capacity for anticipation is a considerable advantage for organisations that want to prevent psychosocial risks rather than managing them once they have set in.
AI analyses behavioural patterns and responses to questionnaires to identify emerging trends and potential areas of tension. This dynamic approach means that prevention and support measures can be adjusted on an ongoing basis, maximising their effectiveness. Early detection of risks can also significantly reduce the human and financial costs associated with work-related ill-being.
Our artificial intelligence system is continually enriched by new data collected, improving its predictive accuracy over time. This learning capacity enables us to refine our models and adapt our recommendations to the specific characteristics of each organisation and its working environment.
Customise actions according to behavioural profiles
Each employee has a unique profile, with their own strengths, vulnerabilities and wellbeing needs. Our approach recognises this diversity and proposes personalised actions rather than a one-size-fits-all solution that only suits some teams.
Our solution makes it possible to adapt interventions according to the behavioural profiles identified. For some employees, the emphasis will be on balance professional and personal lifeFor others, the priority will be to clarify objectives or reinforce autonomy. This personalisation significantly increases the effectiveness of well-being initiatives and their acceptance by teams.
The personalised approach also extends to managers, who receive tailored recommendations to support each member of their team according to his or her profile. This managerial dimension is essential, as the local manager plays a decisive role in the day-to-day well-being of employees and the prevention of stress. work-related stress.
Action plan to improve well-being following the measures
Measuring well-being at work only makes sense if it leads to concrete actions for improvement. Here’s how to turn the data collected into effective initiatives.
Interpreting data and identifying priorities
Effective analysis of the results of well-being measurement is a crucial step in determining the relevant actions. This interpretation must go beyond simply reading the figures to understand the underlying mechanisms and the relationships between the various dimensions assessed.
Techniques for prioritising actions according to their potential impact enable available resources to be optimised. This prioritisation is based on several criteria: the scale of the problem identified, the number of people affected, the ease of implementing solutions and their estimated cost. This pragmatic approach guarantees visible results in the short term, while paving the way for more far-reaching transformations.
The importance of cross-referencing quantitative and qualitative data should not be underestimated. Figures provide a holistic view, while verbatim accounts and interviews provide a detailed understanding of the work situations experienced. This cross-referencing helps to avoid misinterpretations and to identify the most relevant levers for action to improve the well-being at work.
Implementation of targeted actions based on the results
Following the analysis of the results of the well-being measurement, here are 6 concrete actions to put in place:
- Reorganisation of workspaces according to identified needs to promote concentration or collaboration
- Training managers in benevolent leadership practices and detecting signs of unhappiness
- Implementation of psychosocial risk prevention programmes tailored to the specific characteristics of the organisation
- Creating regular opportunities for sharing ideas and socialising to strengthen team cohesion
- Revising work processes that are sources of stress and inefficiency to make day-to-day activities more fluid
- Development of programmes to recognise and promote individual and collective contributions
These actions must be adapted to the specific context of the organisation and to the results of the well-being measurement. Implementing them requires clear communication about the objectives being pursued and the involvement of all levels of management. To find out more about the methods used to measure employee commitment and take effective action, consult our specialist resources.
Monitoring and ongoing assessment of progress
The six-monthly assessment of well-being represents a balanced rhythm for measuring changes without generating fatigue among respondents. This frequency allows time for the actions implemented to produce their effects, while maintaining active vigilance over developments in the situation.
The introduction of specific monitoring indicators makes it easier to measure the effectiveness of the actions undertaken. These indicators must be directly linked to the objectives pursued and sufficiently sensitive to detect gradual changes. They form a dashboard of well-being that guides the necessary adjustments and recognises the progress made.
Transparent communication on the progress made and the remaining challenges strengthens the confidence of the teams in the approach. This transparency demonstrates the organisation’ s real commitment to employee well-being and encourages their active involvement in the initiatives proposed. It also helps to create a culture of continuous improvement in which everyone feels responsible for their own performance . social climate and the quality of community life.
Case studies: successfully measuring well-being at work
Concrete examples of successful initiatives illustrate the positive impact of effective measurement of well-being in the workplace and provide practical lessons to be learned.
In SMEs: adaptability and proximity
Approaches tailored to companies with fewer than 50 employees often favour rapid action focused on building solutions. In this context, the well-being intervention approach proposed by INRS is particularly relevant. It draws on the natural proximity that exists in human-scale structures to facilitate the identification of problems and the implementation of solutions.
In SMEs, there are many advantages to proximity as a means of detecting problems quickly. Direct management means that signs of unhappiness can be observed on a daily basis, making it easier to react quickly to emerging problems. This shared vigilance is a major asset in preventing the deterioration of working conditions. social climate and maintain a high level of well-being.
Concrete case studies show the significant impact of well-being measures in SMEs. For example, an industrial company with 35 employees reduced its absenteeism rate by 40% in six months thanks to a participative approach to improving working conditions. This transformation has been accompanied by an increase in productivity and a strengthening of the Group’s competitiveness.The success of these initiatives is demonstrated by their tangible return on investment.
In large companies: large-scale deployment
Strategies for companies with more than 50 employees are often based on the SATIN approach developed by INRS. This structured methodology makes it possible to collect reliable information on the determinants of well-being at work on a large scale. The associated analysis tools make it easy to generate graphs of the results, which are used as a basis for discussion meetings aimed at changing the way we work. working conditions.
Challenges specific to large organisations include the diversity of professions, the multiplicity of sites and the complexity of hierarchical structures. To overcome these obstacles, the best-performing companies in terms of well-being are setting up local relays trained in the approach and actively involving middle managers. This decentralised approach means that actions can be adapted to the realities on the ground, while maintaining overall consistency.
Maintaining a personalised approach despite size is a major challenge for large companies. Digital solutions like AssessFirst’s make it possible to combine large-scale data analysis with personalised recommendations. This combination of technology and human expertise is a key success factor for wellbeing initiatives in complex organisations.
Results and return on investment
The figures on the impact of well-being measures speak for themselves. On average, organisations that invest in this area see a 25% to 30% reduction in absenteeism and a reduction in staff turnover of up to 50% over two years. These improvements translate into substantial savings in replacement, recruitment and training costs.
Calculating the ROI of workplace wellness initiatives helps justify the investments made. A study of 100 French companies showed that one euro invested in wellness programs generated an average of 2.2 euros in direct and indirect benefits. This return on investment comes primarily from reduced costs related to absenteeism, workplace accidents, and turnover, as well as increased productivity.
Testimonials from companies that have improved their performance through well-being illustrate the diversity of the benefits achieved. Beyond financial indicators, these organizations report a significant improvement in their social climate, increased innovation and a better capacity to adapt to change. These qualitative dimensions, although more difficult to quantify, constitute major competitive advantages in the current economic environment.
At AssessFirst, we support organizations of all sizes in implementing effective workplace well-being measurement initiatives. Our scientific and personalized approach helps identify priority action points and maximize the return on investment of the initiatives implemented.
