Organizational Wellbeing Intelligence to Prevent Burnout, Elevate Engagement and Unlock Performance
Measure, map, monitor and manage the human factors that drive sustainable organizational performance and business outcomes
Why Organizational Wellbeing Intelligence?
Precisely Map...
... your organization’s performance risks to more efficiently target organizational investment.
Analyze Root Causes...
... to design more effective interventions that employees want to engage with.
Detect Early...
... leading indicators of business performance drivers to detect and mitigate risks early.
Find Best Practices...
... to understand what works in your organization and propagate practices enterprise-wide.
Uncover Risks...
... to employers, leaders and teams to provide the support they need before performance declines.
Make Clear Decisions...
... to invest based on actionable evidence and informed insights rather than intuition.
Mission, meaning and purpose are the core wellbeing drivers of organizational effectiveness
Employees with low connection to meaning and purpose have significantly higher risk of disengagement (8x), burnout (2-3x), intent to quit (3x), and low workplace wellbeing (10x)
Stressful life events outside work are the primary cause of burnout that leads to attrition
>50% of employees have experienced recent stressful life events of whom 70% are burnt out – and 90% of burnt-out employees frequently think about quitting
How Employee Wellbeing Drives Organizational Performance
and Business Outcomes
Human-Centered Organizational Transformation
Evaluate Organizational Risks and Best Practice Opportunities
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Administer one-minute, 6-question pulse survey
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Map workplace risks, best practices and performance driver trends
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Review talent policies, training and employee support programs
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Analyze root causes and develop hypotheses
Design Optimal Intervention Programs and Target Resources
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Conduct targeted follow-up assessments and interviews to confirm and elucidate findings
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Develop effective programming to target root causes of key risks and propagate best practices
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Efficiently target highest need teams, leaders and employees
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Prioritize highest impact organizational investments
Responsivly Implement
Evidence-Driven Solutions
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Leadership development and employee training programs that target root causes, e.g.,
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Meaning and purpose
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Burnout prevention
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Stress reduction
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Psychological safety
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Work-life integration
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Individual executive and employee support, e.g.
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Work-life coaching
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Personalized self-guided programs and training
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We map the top organizational drivers of performance outcomes, analyze root causes
and confidentially identify individuals at risk
Employee Engagement and Work Wellbeing
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Higher profitability, return on assets and shareholder returns
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Higher sales productivity, customer loyalty and satisfaction
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Higher employee productivity, discretionary effort, retention
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Burnout Risk and Intention to Quit
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Lower productivity and innovation, weaker customer relationships
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Increased turnover, absenteeism and presenteeism (“quiet quitting”)
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Increased recruiting, onboarding and training expenses
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Increased medical leave, worker disability and insurance costs
Psychological Safety and Organizational Support
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Stronger team performance, productivity and retention
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Greater innovation, learning, creativity, change tolerance and resilience
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Higher engagement and work satisfaction, lower burnout and attrition
Flourishing and Wellbeing in Life
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Reduced work-life conflict, increased morale and productivity
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Increased engagement, lower burnout, higher resilience
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Happier, healthier employees bringing their best self to work
The Science: Wellbeing Signals
of Burnout and Disengagement
Our peer-reviewed chapter in Advances in the Psychology of Happiness and Wellbeing "Wellbeing Signals of Burnout Risk: How Feelings of Significance, Wellness and Emotional Distress Shape Functioning Across Work and Life" reports our initial findings from two studies with more than 700 employees on the wellbeing roots of burnout and disengagement that supports a model of wellbeing-based burnout which operates alongside traditional burnout due to unmanageable chronic occupational stress.
In addition to workplace stress overload, our research shows that feelings of physical and mental Significance, including mattering, belonging and feeling valued, and Wellness, including vitality, satisfaction and serenity, protect against burnout - and erosion of these feelings over time can lead to burnout, which is the most important driver of intent to quit.
Our research also shows that:
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life situations can be a more important cause of burnout than working arrangements,
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stressful life events outside of work are major contributors to burnout, and
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emotional distress is a proximal signal that the cumulative demands of life and work have overwhelmed our capacity for stress.
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These findings have major implications for employers and for occupational and public health:
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Employers need effective ways to detect early signs of burnout and disengagement originating outside work before they impact business performance, while carefully protecting employee privacy and honoring their trust.
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Occupational and public health bodies need to broaden their definition of burnout to recognize that human nervous systems don't distinguish between stress from life and work, and that life stressors are as likely to cross into employees' work as from employee's work into their lives.