This indicator assesses the level of productivity, expressed as a percentage of staff. According to studies published by institutions, employee productivity can be assessed based on levels of satisfaction and engagement.

Satisfied and engaged employees are more productive than those who are not.

The Employer Net Promoter Score (eNPS) is a measure of employee satisfaction with their employer. It is based on a key question asking employees to what extent they would recommend a friend or family member to come and work for the institution/company.

The higher the score, the more likely the employer is to retain its staff and attract new talent.

The Net Promoter Score (NPS) for products/services is a measure of staff satisfaction with the products or services of the company/institution.

The higher the score, the more likely a recommendation is.

The engagement indicator assesses the percentage of employees who are actively invested in their work. It provides insights into the perception of belonging to a competent team, the freedom to act effectively in order to get the job done, regular development and training opportunities, and the ability to make an impact through one’s work.

This indicator measures the percentage of employees who give a positive assessment of the quality of their work environment.
It provides valuable information on:
– The quality of the relationship between employees and their line managers.
– Employees’ understanding of the company’s strategy.
– The clarity and effectiveness of the vision communicated by management.
– The quality of communication with the direct line manager.
A high value indicates that managers are successful in establishing a climate of trust, communicating the company’s objectives effectively and allowing sufficient scope for individual initiative.

The “Organisational Agility” indicator measures the percentage of employees who have a positive perception of their company or institution’s ability to adapt.
It provides valuable information on:
– The adequacy and effectiveness of work processes.
– The quality and fluidity of internal communication.
A high value indicates that the organisation responds flexibly to change and that processes and communication are designed effectively.

The stress indicator shows the percentage of employees exposed to a pathologically high workload.
It provides detailed information on:
– The degree of autonomy at work.
– The social support provided by colleagues and line managers.
– The demands and psychological pressures generated by work.
A high value may indicate a critical workload and provides a basis for implementing targeted measures to manage stress and improve well-being at work.

The burnout indicator assesses the risk of burnout among employees. Although it does not constitute a medical diagnosis, it provides an initial estimate, classifying participants into high, medium or low risk categories.

Participants at high risk are informed at the end of the survey and are offered the opportunity to contact specialised professionals for appropriate support.

The harassment indicator records reported cases of harassment within the organisation.

It enables detailed analysis by highlighting key aspects such as the role of witnesses and whether the reported incidents originated internally or externally.

A high value indicates the need to implement targeted measures to improve the working environment and ensure employee safety.