Make sense of employee wellbeing – Measurement & data

Your organisation might have the passion to keep your people engaged, but does it have the data available to understand what is driving engagement? If you wanted to increase engagement levels across the organisation, would you be sure of the levers to pull?

Good decisions about how to keep your people engaged in their work are grounded in a robust set of facts and data. And that goes way beyond an engagement score.

By measuring all the components of what makes a Good Day at Work, we empower our clients with a clear understanding of how to create real cultural change that will drive engagement and performance.

Our clients

Mace employee Wellbeing Survey

In order to take a strategic, data-led approach, Mace identified the need to gather a wellbeing baseline alongside continued support to monitor, develop, evaluate and improve on this data.

Robertson Cooper facilitated an initial engagement session and a series of 1-to-1s alongside the Mace Director of Health and Wellbeing, with the Mace Group Board to create a collective definition of wellbeing, before supporting the development of a survey measurement strategy.

Nestle Wellbeing Survey Engagement Measuring for Future

Robertson Cooper gathered a baseline measure of wellbeing using their survey tool ASSET and supported engagement with the results and action planning – a crucial part of this included supporting strategic HR teams to connect wellbeing with their wider people strategy.

An integrated approach combined resilience toolkits, train-the-trainer and e-learning tools that were made available to employees and managers.


Our wellbeing measures

Our wellbeing measures offer a deep dive into the health of your organisation – the data you receive is action orientated and all our measures present a unique insight into the wellbeing of your people (which can include an insight into mental health), giving you data that you can efficiently and effectively work with to improve wellbeing right across the organisation:

Psychological wellbeing

Workplace stress



Physical wellbeing


All measures are benchmarked against comparison data to give you an accurate view of your organisation’s competitive advantage when it comes to wellbeing.

Workplace Wellbeing Insights for EVERYONE in your organisation

We want everyone in the organisation to be part of creating more Good Days at Work, so we offer something for everyone when they participate in your survey.


All employees who complete the questionnaire receive a personalised Wellbeing Snapshot report detailing their current pressures.  This can be branded to your guidelines and can signpost to your existing support services.


Giving line managers data about the wellbeing of their teams enables them to proactively utilise their strengths and manage any wellbeing risks.


We work closely with our customers to provide a coherent story about how they support wellbeing in their organisation. The benchmarked data can be analysed across demographics, locations, functions and any other way you want to cut it! This data proves to be an invaluable asset for improving wellbeing across the organisation in a focused and strategic way.

Why a wellbeing survey can be so effective

Knowing when and where to implement wellbeing interventions and initiatives means you minimise the risks of investment.

Repeating the measures and linking them to other business outcomes such as absence, turnover and customer satisfaction ultimately supports a Return on Investment calculation.

If you suspect you have areas of your business that are under high pressure and performance is being affected, getting some ‘deep dive’ data allows you to take control and implement effective interventions.

Our wellbeing tool is compliant with the HSE Management Standards

Why are wellbeing questionnaires & surveys needed?

In April 2019, the CIPD carried out a survey into Health & Mental Wellbeing at Work, looking at how organisations in different sectors (Public & Private) have approached employee wellbeing questionnaire and more specifically, the measurement of results seen following this. There were several key points that the survey outlined:

More organisations act on an ad hoc basis than take a strategic approach to well-being

A recent survey carried out by the CIPD into health & wellbeing at work in the private sector found that more organisations act on an ad hoc basis than take a strategic approach to well-being.

In many organisations, wellbeing being is approached in a piecemeal fashion, introducing incentives such as fruit drops, Employee Assistance Programmes (EAPs), and engagement tools such as Perkbox, but these are introduced without the identification of whether they’re needed, or how they help create more good days at work.

Nearly a quarter of businesses see no benefits from their health and well-being activity

This is hardly surprising given the approach that many organisations take in their wellbeing strategy.

Measurement before a new tool is adopted is critical in not only the identification of a real need, but also in the case of ongoing benefit following its adoption.

Organisations that evaluate well-being activity are more likely to report positive outcomes

Reporting via wellbeing surveys provides organisations with insight into how performance has changed over time, allowing for the continuous improvement of the wellbeing strategy as a whole.

Simply having a reporting system in place that requires input on a regular basis from employees gives organisations the chance to be critical of initiatives put in place, and the results seen.

Plus, this insight can provide you with more information from an organisational perspective – how you can create an effective absence management system, how mental health & mental wellbeing can be positively impacted, and which areas of your business needs more support.

This is particularly important, addressed by our wellbeing champions platform, that identifies individuals throughout your business (such as line managers) that are key to promoting wellbeing strategy.