How to measure your employee wellbeing strategy

Employee wellbeing has long since been a bit of a buzz word in the HR community. We all know that it’s vital to a successful business, but often an employee wellbeing strategy can lack direction and measurability, meaning your efforts can result in not very much. 

We’re going to look at some really simple ways for you to keep your finger on the pulse of what’s working and change up what’s not. 

A meeting to discuss employee wellbeing strategy

The Net Promoter Score System for your employee wellbeing strategy

The Net Promoter Score System was pioneered as a way to measure consumer loyalty with one simple question. It was originally created to understand consumer-to-business sentiment however some companies are now using to understand how their employee wellbeing strategies are actually working. 

The Net Promoter System asks one question:

“On a scale of 0-10, how likely is it that you would recommend working at [company name] to your friends, family or business associates?”

You get an overall score as a percentage anywhere from -100% – +100%. Employees that give you a 6 or below are detractors, a score of 7 or 8 are passives and scores of 9-10 are promoters. To find out your overall score you just subtract the percentage of detractors from the percentage of promoters. Anything +0% is deemed as good and anything above +50% is seen as excellent. This also a great way of working out whether your engagement efforts are working to increase retention. 

This is a great way to gauge the general success of your strategy however it doesn’t stop here. NPS can tell where you are but it can’t tell you about why. To get this kind of information you need to identify what’s actually driving your results. 

Identify what’s actually driving better employee engagement 

As well as looking at overall employee engagement you need to understand the drivers to identify what elements of your strategy are actually contributing to engagement. These are the things that you are better able to take action on. 

Drivers can include: autonomy, empowerment, career progression, collaboration, communication, leadership, recognition, resources, and training and development.  

In line with industry standard, it’s best to measure these on the Likert scale, with five points from strongly agree to strongly disagree. 


“I have access to the learning and development resources I need to do my job well”

Strongly agree, agree, neutral, disagree, strongly disagree.

You can then gauge which areas are lacking to help you drive better engagement. Try to stick to this format for the majority of your questions so that it’s really simple to complete the survey.

Look at the numbers

Take a look at some of the hard numbers. If you’re looking to increase employee retention with your engagement strategy, look at how your attrition figures have changed since the introduction of your initiatives. If you’re looking to ease recruitment then look at how your hiring process has got shorter over time or whether you’re getting more responses to your jobs ads where you’re talking about your new benefits. These may take a long time to shift but it’s good to keep your finger on the pulse if it’s an area that’s really affecting your business. 

A simple way to measure attrition is through the equation below:

Attrition Rate (%)No. of employees that left during periodAverage number of employees for period 100

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