Good quality of working life relies on several pillars and many HR actions need to be deployed to improve it. Before validating the implementation of a QWL action plan, it is necessary to identify first the needs for improvement.
Start by asking the main people involved (the employees) what they need. It's essential to underpin all the issues teams can experience to determine the first steps to carry out. Several survey tools are available on the market to help you out in this task.
Quality of working life indicators
We can classify QWL indicators into six main groups. There are:
- demographic indicators (based on age, gender, time with the company, etc.);
- absences (duration of absences, absence rate, reasons for absences);
- health (health issues, incapacity, etc.);
- safety (accidents in the workplace, assaults, etc.);
- working conditions (inconveniences, autonomy, etc.);
- indicators associated with career journeys (access to training, mobility, promotions, turnover, etc.).
Of these main groups, three major QWL indicators have an impact on company performance:
- turnover: literally, the employees turnover rate within the company. An employee who is unhappy in the workplace will seek a job elsewhere. This indicator will help you to identify whether employees are attached to your company or not.
- the absence rate can also reflect the QWL status of the company. It is the number of employees absent in regard to the number of employees present over a specific period. This concerns 38% of employees in companies with over 1000 employees.
- the employee net promoter score (ENPS) defines the employee's attachment to the company. It's related to the employer's brand. An employee who is happy at work tends to talk about it. A high ENPS is often a sign of a successful QWL procedure.
Tools for measuring quality of working life
Once you've defined the quality of working life indicators, you need to be able to measure it to assess - concretely - the QWL status of the company. Today, there is a wide range of tools and methods for well-being diagnostics on the market.
QWL can be measured quantitatively (X% of employees are satisfied with…) but also individually. Each employee has their personal opinion on the subject and how they experience the working atmosphere. For example, the anxiety level can vary from one person to another and from one situation to another. Resistance to stress also differs between an account manager and an accountant around the closing period.
Asking an employee about their feelings is certainly the best way to gather responses, but it is rare to obtain genuine responses. It becomes more complex when the company has thousands of employees.
Focus: the QWL survey
Employee experience surveys, such as the ones Lucca designs, enable you to probe employees regularly and anonymously. They help HR and managers to know how employees feel and what their needs may be. Questions can be adapted each week, in line with issues and challenges that are currently faced by the company.