Attendance doesn't prove impact. Satisfaction doesn't prove value. So how do we know whether a wellbeing programme is creating meaningful organisational change?
Measuring programme effectiveness remains a challenge for organisations. Many judge the success of a wellbeing programme by how many people participate. Yet attendance does not show that the programme contributed to organisational performance.
In this session, Hiroshi presents a case study of a wellbeing programme introduced during a demanding operational period. Five intended business outcomes were identified before the programme began. Interventions were designed around clear psychological mechanisms, managers were involved, and staff were surveyed before and after.
Using the case study, Hiroshi examines five common mistakes organisations make when evaluating wellbeing programmes: treating participation numbers as proof of success, relying mainly on satisfaction surveys, measuring results without establishing a baseline, assuming that any improvement was caused by the programme, and reporting short-term findings without examining whether the benefits lasted.
Participants will learn to distinguish weak measures of success from robust evidence that can withstand scrutiny in the boardroom, and to connect wellbeing outcomes to business priorities so that the programme's contribution to organisational value can be stated with credibility.
Wellbeing Session: Sek Sheng (WITHIN/OMNA)
