Workforce experience
Clinical burnout is one of the most significant and underestimated risks in health and aged care. Insync’s workforce wellbeing survey gives your leaders an early, honest picture of where pressure is building before it becomes a staffing or care quality crisis.
Workforce wellbeing challenges rarely appear overnight. They build through sustained workforce shortages, increasing workloads, organisational change and exposure to emotionally demanding work. The pandemic accelerated many of these pressures, leaving health and aged care organisations with higher levels of burnout, fatigue and workforce strain than ever before. By the time these issues become visible through resignations, sick leave or safety incidents, they have often been developing for months or years.
The stakes in health and aged care are higher than in most sectors. Clinician burnout is directly linked to adverse patient events, medication errors and reduced quality of care. When workforce pressures go unaddressed, they affect how people work, collaborate and care for patients, regardless of individual resilience. Measuring wellbeing proactively gives your leaders the earliest possible signal of where burnout risk is building.
Insync’s workplace wellbeing module is designed for the specific pressures of the health and aged care workforce: the emotional demands of care, the particular risks of night shift and rostered work, and the organisational dynamics of clinical teams under sustained operational pressure.
Our Approach
Wellbeing captures how employees are feeling overall. Perceived organisational support indicates whether staff believe the organisation genuinely cares about their welfare. Teamwork measures the quality of peer relationships and collaboration in clinical settings. Manager support reflects how well clinical leaders support their people.
Your results are compared against Insync’s health-sector-specific benchmark data, so you know not just what your workforce is experiencing, but also how it compares with other health and aged care organisations facing the same clinical pressures.
Insync synthesises your results into a clear view of where wellbeing risk is greatest across your clinical and support workforce and what specifically needs to change. We work with your people and culture team to develop a practical response that aligns with the operational realities of your healthcare environment.
1. What’s included
Every Insync workplace wellbeing module is independently administered and designed to give your leaders the specific, honest insight they need to protect their workforce.
A validated survey instrument measuring wellbeing, perceived organisational support, teamwork and manager support. Calibrated for health and aged care workforces and customisable to your organisation.
Your results are compared against Insync’s health-sector benchmark database across all four dimensions. Knowing you are below the health-sector benchmark on perceived organisational support is far more actionable than an overall wellbeing score.
Filter by division, ward, role or tenure to identify where wellbeing risk is most concentrated. Designed so results are accessible to professional and people leaders who need to act, not just the HR team who commissioned the survey.
A senior Insync consultant presents findings to your people, culture and leadership team, interpreting what the data means for your specific health organisation and identifying high-priority areas to address.
People are more candid about their wellbeing with an independent provider than in an internal survey. In health environments where a strong professional culture of stoicism exists, independence changes what people are willing to share.
Results are synthesised into a prioritised view of where to focus. We advise on the response, whether that is targeted support for specific wards or teams, leadership development for struggling managers or organisation-wide changes to how work is designed.
2. Key outcomes
Wellbeing measurement only matters if it changes how your organisation looks after its clinical and support staff.
The teams struggling most are rarely the ones raising their hands. Independent measurement surfaces the reality of what is happening before it manifests as a spike in sick leave, a clinical incident or a wave of resignations that catches leadership off guard.
The manager support dimension specifically assesses how well direct leaders support their teams. When a nurse unit manager knows their team scores below the health-sector benchmark for perceived support, they have a clear, specific area to work on.
Perceived organisational support is one of the strongest predictors of both retention and discretionary effort in health workforces. Organisations that measure and improve this dimension see it reflected in their engagement and turnover data, and ultimately in the quality and continuity of care they deliver.
Run alongside your engagement survey, a wellbeing program gives your people and culture team a richer, more accurate picture of what’s driving performance, retention and culture. The two inform each other in ways neither manages alone.
3. Why Insync
Generic wellbeing platforms give you an aggregate score and a traffic light. Insync gives you a four-dimensional, benchmarked analysis of what’s actually driving wellbeing in your workforce, weighted toward what leaders can change, and interpreted independently by senior consultants who understand health and aged care.
Insync’s wellbeing programs are designed by experts who understand the specific occupational pressures within the health and aged care sectors, including vicarious trauma, moral distress, the emotional demands of care and the particular risks of rostered shift work.
Three of the four dimensions perceived organisational support, manager support and teamwork- measure conditions the organisation controls, not the personal characteristics of employees. The framework is grounded in occupational wellbeing research and designed to point leaders to the drivers they can actually influence, rather than implying people just need to cope better.
A wellbeing score of 49% means little on its own. Insync benchmarks your results against comparable organisations so you can see whether that’s better or worse than the norm for organisations facing the same pressures. And because Insync also runs engagement, onboarding, exit and psychosocial measurement, your wellbeing results can be understood in the context of the full picture rather than as an isolated number.
We synthesise the findings into a prioritised plan and advise your team through the response. The point isn’t to produce a wellbeing report; it’s to leave your leaders knowing what their people need and clear on how to provide it. Delivering the changes is yours; the direction and the advice are ours.
CLIENT WORK
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