Keeping our people well
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Statistical analysis of WfQ data has shown that, the extent to which the individual employee feels that the organisation values their wellbeing, is the number one driver of employee engagement.
The more positive perceptions are of the extent to which the organisation values their wellbeing, the more engaged the workforce.
This item has increased by eight percentage points between 2022 and 2024.
Most metrics associated with health, safety and wellbeing have improved between 2022 and 2024.
Strengths in this space include:
- employees understanding their health and safety obligations
- managers or supervisor relationships with employees
- confidence discussing issues of wellbeing and mental health with manager or supervisor workgroup respect.
Further analysis of the WfQ data has shown that a key driver or theme that influences the extent to which people believe their organisation values their wellbeing is that senior management acts quickly to correct problems or issues that affect employees’ health, safety and wellbeing.
Only 58% of employees feel that senior management acts quickly to correct problems or issues that affect employees’ health, safety and wellbeing.
| 2024 | 2023 | 2022 | |
|---|---|---|---|
| My organisation values my wellbeing | |||
| I feel that my organisation considers the wellbeing of employees to be important. | 66% | 60% | 58% |
| My obligations | |||
| I am confident in my understanding of my health and safety obligations. | 89% | 88% | 88% |
| Confidence discussing wellbeing with my manager | |||
| I am confident discussing my wellbeing with my manager or supervisor. | 72% | 69% | 68% |
| I am confident discussing my mental health with my manager or supervisor. | 63% | 62% | 59% |
| In my workgroup | |||
| In my workgroup, we proactively discuss workplace safety. | 38% | 37% | 37% |
| In my workgroup, we discuss ways to promote wellbeing. | 40% | 39% | 37% |
| In my workgroup, we discuss ways to promote mental health. | 37% | 36% | 33% |
| Leadership | |||
| My manager or supervisor proactively encourages people to speak up if they feel something could be a risk to their health, safety or wellbeing. | 71% | 70% | 69% |
| In my workplace senior management acts quickly to correct problems or issues that affect employees’ health, safety and wellbeing. | 58% | 55% | 54% |
| My Manager and Respectful Relationship | |||
| My manager or supervisor treats people in our work environment respectfully. | 84% | 84% | 82% |
| My manager or supervisor listens to what I have to say. | 81% | 79% | 78% |
| I feel comfortable discussing my work challenges with my manager or supervisor. | 78% | 76% | 75% |
| I can rely on my manager or supervisor to help me work through work challenges. | 76% | 74% | 72% |
| Workgroup respect | |||
| In my workgroup, we treat each other respectfully. | 84% | 83% | 82% |
Source: WfQ 2022–2024.
Psychological safety index
New questions were included in the 2024 WfQ survey to better capture insight on the psychological safety of different work environments.
The WfQ survey applied the Amy Edmonson scale of psychological safety.
Five of the questions are new and so do not have historical data.
Relative to other data in the WfQ survey, the overall Psychological Safety Index is relatively positive at 76%. All items are above 70% with the exception of the extent to which it is perceived to be safe to take calculated risks, which was 65%.
| Psychological safety | 2024 | 2023 |
|---|---|---|
| Psychological safety index | 76% | |
| In my workgroup, we work together to manage workload. | 79% | 78% |
| In my workgroup, we share lessons learned. | 82% | 82% |
| If I make a mistake, I don't feel my workgroup will hold it against me. | 75% | |
| In my workgroup, we can raise and discuss problems and tough issues. | 79% | |
| My workgroup accepts others for being different. | 81% | |
| In my workgroup, it is safe to take calculated or managed risks. | 65% | |
| I don’t feel anyone in this workgroup would deliberately act in a way that would undermine another member's efforts. | 71% | |
| Members of my workgroup value and use my unique skills and talent. | 73% |
Source: WfQ 2022–2024.
Collaboration and workgroup relationships
Collaboration and workgroup relationship are essential in the creation of the psychological and emotional safety and resources needed to increase engagement.
These relationships lead to more effective communication, trust, camaraderie and can positively impact overall performance.
Collaboration practices at the team level can significantly impact work group performance. Collaboration indicators are quite strong across the sector as outlined below in the metrics associated with discussing work challenges, managing workload together and sharing learnings.
- 86% discuss their work challenges with the people in their workgroup
- 79% work together to manage workload
- 82% share their learnings.
Source: WfQ 2024.