Employee Experience
An honest read on how your people are really doing, across four dimensions, with expert support to help your leaders understand what’s driving it and act on the things they can change.
Wellbeing problems build quietly. A team running hard on an important project. A manager stretched too thin to support their people. A workforce absorbing major change with no real recovery time. By the time any of this is visible, it’s usually already a retention or performance problem.
Most organisations measure employee experience regularly but check in on wellbeing far less often, sometimes only once something has gone wrong. The cost of that gap shows up as reduced productivity, more sick leave, and people who quietly decided to leave long before they resigned.
It also matters how you frame the problem. Plenty of wellbeing initiatives focus on helping individuals cope better with the pressure, which has its place, but most of what shapes how people are doing at work sits with the organisation: workload, the support people get from their manager, whether their team functions, and whether the organisation is seen to genuinely care. Measuring wellbeing well means seeing those drivers clearly, so leaders can act on the conditions rather than asking their people to simply withstand them.
Our approach
Insync’s workplace wellbeing program is independently administered and built around a validated four-dimension framework, with results benchmarked against comparable organisations. Three of the four dimensions are things the organisation directly shapes, which is the point: the framework is designed to show leaders the drivers they can act on, not just how tired people feel.
Wellbeing captures how people are feeling. Perceived organisational support shows whether people believe the organisation genuinely cares about their welfare. Teamwork measures the quality of peer relationships and collaboration. Manager support shows how well leaders support their people. Together, they tell a far more complete story than any single score.
Your results are benchmarked against comparable organisations, so you know not just what your workforce is experiencing but whether it’s better or worse than the organisations facing similar pressures. A low overall score tells you something’s wrong; the benchmark and the breakdown together tell you where and what to do about it.
A wellbeing report that says things are generally fine isn’t useful. Neither is a list of 20 concerns without a priority order. We synthesise your results into a clear view of where the risk is greatest and what specifically needs to change, then work with your people and culture team to shape a practical response.
1. What’s included
Every Insync workplace wellbeing program is independently administered and designed to give your leaders the specific, honest insight they need to look after their people.
A validated instrument measuring wellbeing, perceived organisational support, teamwork and manager support. Customisable to your organisation’s terminology and context, with three of the four dimensions focused squarely on the conditions leaders can change.
Your results are benchmarked against comparable organisations across all four dimensions, and broken down by team, location, role and tenure. Knowing you sit below the benchmark on manager support, and exactly where, is far more actionable than a single overall wellbeing number.
Filter by team, location, role or tenure to find where wellbeing risk is most concentrated. Built so the people managers who need to act on the results can actually use them, not just the P&C team who commissioned the survey.
A senior Insync consultant presents the findings to your people, culture and leadership team, interpreting what the data means for your organisation and identifying the highest-priority areas to address.
People are more candid about their wellbeing with an independent provider than in an internal survey. The data you get back reflects what your people are actually experiencing, not the version shaped by what feels safe to say to the organisation.
We synthesise the results into a prioritised view of where to focus and advise on the response, whether that’s targeted support for specific teams, development for managers who are struggling, or changes to how work is designed. We map the priorities and the pitfalls; carrying out the changes stays with you.
2. Key outcomes
Wellbeing measurement only matters if it changes how your organisation looks after its people. This is what a well-run program produces.
The teams struggling most are rarely the ones putting their hands up. Independent measurement surfaces what’s actually happening across the organisation before it shows up as a spike in sick leave, a wave of resignations, or a performance failure that catches leadership off guard.
The manager support dimension measures how well direct leaders are supporting their teams. When a manager learns their team scores low on perceived support, they have a clear, specific thing to work on. Vague feedback produces vague change; specific data produces specific action.
Perceived organisational support, the belief that your employer genuinely cares about your welfare, is one of the strongest predictors of both retention and discretionary effort. Organisations that measure and improve this dimension consistently see it reflected in their engagement and turnover data.
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 your sector.
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.
Internal wellbeing surveys consistently overestimate how well people are doing, because employees don’t feel fully safe being honest with their employer about stress or struggle. Insync’s independence changes what you get back, which is the difference between a reassuring report and an accurate one.
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.
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.
Sector expertise
Our benchmarks are sector-specific, not averaged across industries. Select your sector to see how we apply wellbeing and resilience programs in your context.
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