Skip to main content
Tweet about this on TwitterShare on LinkedInPrint this pageEmail this to someone

Workplace wellbeing

We provide integrated, end-to-end, evidence-based consulting services to improve work wellbeing in organisations.

Work wellbeing is aligned with employees’ healthy sense of belonging, performing, and contributing in an organisation.

Work wellbeing is the human complement to effective organisational structure and processes. Organisational structure is the set of formal arrangements determining how tasks are carried out through work roles, accountability, and authority. Structure provides a context for communication, for creating and transferring knowledge. At a deeper level, structure gives people a sense of belonging and a sense of self as they identify with work roles, teams, the broad community of practice, and the organisation to which they belong. Good organisational structure and human relations contribute to work wellbeing.

Three phases define our consulting approach.


Using semi-structured interviews we gather data about employees’ appraisals of work wellbeing and its impact on their work roles, performance, collaboration, initiative, communication, relations with colleagues and managers, knowledge sharing, learning, and so on. Data highlights the local factors that contribute to enhancing or undermining wellbeing and performance.

A contextualised model of work wellbeing is developed from the data analysis process. Since no two workplaces are identical, wellbeing is not ‘one size fits all’. It is unique to each work setting.

A local model is supported by robust descriptions of organisational processes that affect wellbeing, either positively or otherwise. It indicates areas of achievement, good relations, and high productivity, and how these are created in the organisation. It also shows areas of dysfunction, emotional pain, and low performance, demonstrating where and how these problems occur.

Therefore, the model can potentially be a powerful tool for increasing work wellbeing, productivity, and performance.

Development of remedial initiatives

Based on the local model, remedial initiatives to increase work wellbeing and performance are developed. Examples of human and structural aspects that promote work wellbeing in the organisation can be applied in other areas. Where problems are identified, strategic change management can target issues such as bullying or harassment, conflict, team building, lack of inter-departmental collaboration, etc.


Tailored questionnaires to evaluate the effectiveness of remedial initiatives are developed from the original research data. Generalised wellbeing questionnaires do not consider employees’ appraisals of their unique working conditions or the specific context of the workplace.

Feedback indicates that tailored questionnaires are better suited to evaluating the impact of remedial interventions or initiatives in the local context.

Back to top