The Work Wellbeing Score: measuring wellbeing to improve the world of work

Indeed has launched a newly enhanced Work Wellbeing Score to help company leaders measure, understand and improve the wellbeing of their workforce, while enabling jobseekers to make more informed choices and find fulfilling work. Formerly known as the Work Happiness Score, the Work Wellbeing Score measures the four key outcomes of work wellbeing – which not only includes happiness, but also stress, satisfaction and purpose – and displays these insights on thousands of Indeed company profiles worldwide. 

Designed in partnership with Distinguished Professor of Psychology Dr Sonja Lyubomirsky and Professor Jan-Emmanuel de Neve, the Work Wellbeing Score is fuelled by data from the largest study of work wellbeing in the world, with more than 15 million surveys completed and counting. 

But it’s more than just a rating – it’s also a useful tool for elevating your company culture, improving hiring and retention and boosting employee performance and engagement, no matter what challenges the business landscape holds. 

Why does work wellbeing matter, and why measure it?

'Work wellbeing is more than a nice thing for employees to have; it is a business imperative,' says LaFawn Davis, Indeed’s Senior Vice President of Environmental, Social and Governance. 

Davis notes that employee wellbeing is tied to higher valuations, greater profits and better company performance. For organisations facing adversity, focusing on improving work wellbeing can also help employees build optimism and resilience to cope with stress, stay engaged and avoid burnout during times of turmoil. 'It is a win-win for everyone, and one that businesses cannot afford to overlook,' she says.

But how is work wellbeing defined? A company’s Work Wellbeing Score is based on how people rate them on four wellbeing outcomes: 

1. Happiness: 'I feel happy at work most of the time.'
2. Stress: 'I feel stressed at work most of the time.'
3. Satisfaction: 'I feel completely satisfied with my work.'
4. Purpose: 'My work has a clear sense of purpose.'

Alongside their overall score, employers are also rated on 11 specific drivers that shape an employee’s sense of wellbeing at work. These drivers are grouped into three main categories, including:

1. Foundational needs: fair pay, flexibility and trust
2. Social needs: appreciation, belonging, support and encouragement, inclusion and management 
3. Growth needs: achievement, energy and learning

Employers can use these insights to gain greater clarity on how they compare to others and how their people are feeling at work – and why.

Our ultimate goal is to help jobseekers find better work, and to help employers attract and retain the talent they need to ensure their businesses thrive.

Janeane Tolomeo, Indeed’s Work Wellbeing Initiative Lead

'Our ultimate goal is to help jobseekers find better work, and to help employers attract and retain the talent they need to ensure their businesses thrive,' says Janeane Tolomeo, Indeed’s Work Wellbeing Initiative Lead. 'During this time of constant change and mounting economic uncertainty, it’s more important than ever for company leaders to prioritise their people and support work wellbeing in order to boost resilience – for individuals and their organisations alike.'

Here are three ways leveraging the Work Wellbeing Score can work for you:

Three benefits of the Work Wellbeing Score for employers

1. Showcase your commitment to wellbeing

Workers today are prioritising wellbeing like never before. A 2022 Indeed-commissioned survey from Forrester Consulting found that 91% of people believe that how we feel at work matters. Not only did 87% of workers who reported experiencing high work wellbeing say they intend to stay with their current employer for the next year, they also had higher productivity metrics than respondents with lower wellbeing. 

The Forrester survey also shows that 78% of jobseekers think it’s important to see work wellbeing information when considering a company. 'What people want out of their jobs is changing,' says Priscilla Koranteng, Indeed’s Chief People Officer. 'Pay is still the top reason jobseekers look for a new opportunity, but stress and a lack of satisfaction or happiness are becoming increasingly important. If you want to retain your talent, you need to prioritise their wellbeing to show you want them to stick around.'

As workers evaluate potential employers, the Work Wellbeing Score is a clear indicator of company values. Consider using yours in employer branding initiatives to appeal to jobseekers.

2. Gain actionable wellbeing insights

In the 2022 Forrester survey, 60% of respondents who reported high wellbeing also indicated that their company measures wellbeing, compared to just 38% of respondents with lower wellbeing. Other research shows similar results. For example, in a study of four midsize to large US companies that began conducting regular employee feedback surveys and making real-time data available to managers, workplace wellbeing improved in every instance. 

Measuring work wellbeing enables organisations to identify their strengths as well as areas for improvement, while also offering the ability to track the impact of resulting changes. 

Pairing high-level insights from your Work Wellbeing Score with weekly or monthly employee pulse surveys can provide an even deeper understanding of employees’ experience. Look for patterns and themes: for example, people who repeatedly report high levels of stress could be on the path to burnout, while those who consistently report low happiness, satisfaction and purpose might be more likely to leave your company. 

3. Make meaningful change to support better work for all

While work wellbeing is crucial to personal and business success, it’s not as common as it should be. A new Forrester publication, The Role of Equity in Work Wellbeing, reveals that only 27% of respondents actually experience high levels of wellbeing at work. Rates are significantly lower in some groups, including women, women who are also caregivers, and newer generations. On the other hand, when their wellbeing needs were met, members of these groups exhibited significantly higher retention and productivity rates.

'Employers that make changes to improve the work experience and show that their company values work wellbeing can tap into talent pools whose needs aren’t currently being met,' says Tolomeo.

Investing in wellbeing doesn't end at offering perks and programmes – it's about making systemic changes to create an environment where employees can thrive and do their best work. Focus on the three categories of work wellbeing drivers to help guide your change initiatives:

Foundational needs (fair pay, flexibility and trust)

These elements are the new basics for attracting and retaining talent. Ask yourself, 'Do our employees have agency over their time?' If not, consider implementing remote, hybrid or flexible working arrangements, or even a shorter work week. Pay transparency policies can increase satisfaction and help close the pay gap, while improving workplace communication – organisation-wide, supervisor-to-employee, and between coworkers – helps build trust.

Social needs (appreciation, belonging, support and encouragement, inclusion and management) 

Based on Work Wellbeing Score data, belonging and manager support are the top two areas where most companies can improve. To increase feelings of belonging, create mentorship programmes and Employee Resource Groups (ERGs), especially for those in underrepresented communities, where people can connect, develop relationships and make their voices heard. 

Meanwhile, providing management training – from unconscious bias to health and safety and leadership training – will help company leaders develop the knowledge and skills they need to support their workers. 

Growth needs (learning, achievement and being energised)

Feeling energised by your work is closely linked to increased levels of happiness. One effective organisation-level strategy that increases energy and engagement is known as 'job crafting'. This puts workers in the driver’s seat by giving them greater control over their daily tasks and interactions, as well as their overall goals and mission. Encourage employees to proactively shape their job design, identify blocks and guide their own development path.

Work wellbeing is a constantly evolving process, cautions Davis, so you’ll have to regularly reevaluate and adjust to meet employees’ changing needs. In some cases, you may need to do less, but do it better.

'The work starts with understanding where you are right now,' Davis says. 'Measure how your employees feel. Dive deeper into what you do well and what can be improved. Only then can you create an action plan to enhance wellbeing within your workplace."

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¹  2023 Indeed.com data, based on the number of survey responses globally