Indicators of workplace wellbeing: How to measure them and what to do with the results

In a work environment increasingly focused on mental health, flexibility, and team motivation, workplace wellbeing has become a top priority for Human Resources departments. However, despite its strategic importance, many organizations still face a crucial challenge: they don’t know how to properly measure the indicators of workplace wellbeing.

This article is designed to help you identify the key indicators, understand their meaning, and—most importantly—know what to do with the results you obtain. If your goal is to build a strong and sustainable organizational culture, this practical guide will be your starting point to measure what really matters and make data-driven decisions.

What Is workplace wellbeing and why does It matter?

Workplace wellbeing is not simply the absence of discomfort at work; it’s a state in which employees feel motivated, valued, and aligned with the organization’s goals. It’s a combination of physical, emotional, social, and organizational factors that influence how people experience their workday and their relationship with the company.

For HR teams, understanding this concept is key because it directly impacts critical variables such as productivity, talent retention, engagement, and employer brand reputation. Numerous studies have shown that companies that actively promote employee wellbeing not only increase overall performance but also reduce costs associated with turnover and absenteeism.

Furthermore, fostering a wellbeing culture helps build more committed, resilient, and collaborative teams. It’s the first step in developing a people strategy that truly centers on human value—not just results.

Key dimensions of workplace wellbeing

To measure wellbeing effectively, it’s essential to understand that it’s not a single concept, but a multidimensional one. Below are the main dimensions of workplace wellbeing every organization should consider:

• Physical wellbeing: Includes work environment conditions (lighting, ergonomics, safety) and the promotion of healthy habits. It also covers initiatives like active breaks, access to health programs, and exercise promotion.
• Emotional wellbeing: Refers to the employee’s mental and emotional balance. This involves managing stress, encouraging emotional intelligence, and providing psychological support when needed. Programs like therapy access or soft skills training are key here.
• Social wellbeing: Relates to the quality of interpersonal relationships in the workplace. A positive team environment, a sense of belonging, and inclusion are essential components of this dimension.
• Professional wellbeing: Covers employee development within the company: training opportunities, career growth, goal clarity, and constructive feedback. Feeling valued and having opportunities to grow is fundamental.
• Organizational wellbeing: Includes the overall perception employees have about the company, leadership, culture, internal communication, and policies. All previous factors converge here, creating a comprehensive view of the work environment.

Understanding these dimensions is crucial for selecting the right indicators of workplace wellbeing and designing strategies that meet people’s real needs.

Most Relevant Indicators of Workplace Wellbeing

Measuring workplace wellbeing involves analyzing various factors that reflect how employees feel, think, and behave at work. Below are the most commonly used indicators and how to interpret them properly:

eNPS (Employee Net Promoter Score)

This indicator measures how likely an employee is to recommend their company as a great place to work. It’s based on a single key question: “How likely are you to recommend this company to a friend or colleague?” Results are categorized into promoters, passives, and detractors, providing a quick overview of overall satisfaction. It’s useful for spotting trends, benchmarking teams, and monitoring organizational climate.

Voluntary turnover rate

This indicator shows the percentage of employees who leave the company voluntarily (calculate it here). A high rate may indicate dissatisfaction, lack of opportunities, or a toxic environment. Analyzing exit interviews helps identify patterns and adjust your employee value proposition. It also aids in anticipating talent loss and planning preventive actions.

Do you want to know how much turnover costs your company?

Calculate

Absenteeism

Absences—justified or not—may reflect physical, emotional, or even cultural problems within the organization. Monitoring this data helps identify areas requiring health, flexibility, or emotional support programs. High and recurring absenteeism can harm productivity and team cohesion.

Participation in internal initiatives

The level of participation in company activities (surveys, training, wellness, volunteering, etc.) reflects the emotional connection and engagement with the organization. Low participation may signal apathy, lack of motivation, or disconnect from corporate values. Measuring this helps adjust internal communication and engagement strategies.

Results from internal surveys

Customized surveys on wellbeing, climate, leadership, or recognition provide specific data on employee experience. More detailed than eNPS, they offer actionable insights into concrete improvement areas. Ensuring anonymity encourages honest responses and helps compare results across departments, tenure, or locations.

Qualitative feedback

Open feedback—from focus groups, interviews, digital suggestion boxes, or team meetings—captures perceptions, emotions, and nuances that quantitative data can’t reflect. This kind of active listening strengthens a culture of trust and helps validate assumptions or uncover emerging issues.

How to effectively measure indicators of workplace wellbeing

Measuring indicators of workplace wellbeing goes far beyond occasional surveys. To gather useful data and make effective decisions, it’s key to establish a rigorous, ongoing system tailored to your organization’s reality.

1. Define a clear measurement framework
   Start by defining what you want to measure, why, and how. Are you assessing general climate? The impact of a new policy? Post-merger engagement? Clear objectives prevent irrelevant or misinterpreted data.
2. Use reliable and accessible tools
   There are many digital platforms to collect and analyze data securely and efficiently. A great option is Vip Connect, which offers a survey module fully integrated into its internal communication ecosystem. This solution allows for launching feedback campaigns, tracking eNPS, and accessing real-time results with advanced segmentation and full employee confidentiality.
3. Set an appropriate frequency
   Annual measurements are not enough to detect real changes. Combine ongoing tools (weekly or monthly pulses) with deeper quarterly or yearly assessments. The key is consistency to enable comparisons and trend detection.
4. Segment the results
   Not all teams or locations live the same reality. Analyzing data by department, hierarchy level, or tenure helps uncover specific pain points and tailor actions to each context.
5. Avoid common mistakes
   One of the most common errors is failing to share results with employees or not taking action. This can create distrust and lower future participation. Another pitfall is interpreting data without context or ignoring qualitative employee input.

Measuring is only half the job. The other half—just as crucial—is turning those insights into tangible, visible actions. That’s what the next section is about.

What to do with the results: from data to action

Collecting data is only the beginning. The true value of indicators of workplace wellbeing lies in turning them into strategic decisions that improve the employee experience. But how do you go from numbers to real transformation?

• Communicate the results transparently
  Sharing findings with your team builds trust. Present data clearly, highlight strengths, and acknowledge improvement areas. This shows employees their voice matters and the organization is committed to change.
• Design realistic and measurable action plans
  Based on the results, define specific goals—reduce turnover by 10%, increase initiative participation, or improve leadership perception. Assign responsibilities, set deadlines, and define how success will be measured.
• Involve employees in the solution
  Wellbeing isn’t built top-down. Create co-creation spaces, working groups, or internal ambassadors to shape initiatives. This enhances the quality of actions and boosts a sense of ownership.
• Connect the plans with organizational culture
  Actions should align with your company’s values and leadership style. Don’t follow trends blindly—strengthen what makes your organization unique. Coherent plans have a better chance of success and sustainability.
• Evaluate impact and continuously adjust
  Once implemented, track indicator evolution. Tweak what’s not working and celebrate progress. Workplace wellbeing is not a finite project—it’s a constant process of listening, improving, and caring for people.

Turning data into visible action closes the loop of effective measurement. It’s where metrics come to life and become culture.

From diagnosis to transformation: turning data into wellbeing

Workplace wellbeing is no longer a luxury or a nice-to-have in HR policies—it’s a strategic asset for attracting, retaining, and developing talent. But like any strategy, it requires data, direction, and follow-through.

In this article, we’ve explored what workplace wellbeing means, its core dimensions, the most relevant indicators to track, and how to turn those insights into meaningful actions. The key is to create a consistent measurement system tailored to each company’s culture, capable of generating visible and sustainable change.

If you’re not sure where to start, begin small: measure, listen, and act. Use tools like Vip Connect to launch internal surveys, engage your team, and don’t underestimate the impact of a well-communicated action.

Remember: what isn’t measured can’t be improved. And when it comes to wellbeing, what isn’t improved can end up affecting your entire organization.