Wellbeing, Culture & Belonging
Wellbeing, Culture & Belonging covers employee mental, physical and social wellbeing, organisational culture, and measures of inclusion and workplace belonging.
Terms in this category describe the survey measures, qualitative concepts and indicators used to assess engagement, psychological safety, diversity, work–life balance and wellbeing interventions. Use these definitions when designing questions, interpreting results and planning actions to improve employee experience and organisational culture.
Belongingness
Belongingness is the degree to which people feel accepted, valued and connected within their workplace. It describes whether employees feel they can be themselves, contribute, and belong to the team and organisation.
Burnout
Burnout is a state of chronic workplace stress that has not been successfully managed, typically showing up as exhaustion, cynicism or detachment, and reduced effectiveness. It develops over time and reflects systemic problems in how work is organised and supported.
Diversity, Equity & Inclusion (DEI)
Diversity, Equity & Inclusion (DEI) refers to practices and policies that ensure people of different backgrounds are fairly represented, treated and supported at work, and that everyone can participate and succeed. In workplace research, DEI is measured to identify disparities in experience, access and outcomes across groups.
Employee Engagement
Employee engagement is the degree to which people feel motivated, committed and emotionally connected to their work and organisation. It reflects willingness to go beyond basic job requirements and influences retention, performance and workplace culture.
Inclusion Index
An Inclusion Index is a composite score that summarises how included employees feel at work—covering belonging, fairness, voice and the ability to be authentic. It turns multiple survey questions into a single, comparable measure you can track over time and across groups.
Occupational Stress
Occupational stress is the emotional and physical reaction people have when workplace demands exceed their ability or resources to cope. It can affect mood, health, performance and attendance if it becomes chronic.
Organizational Culture
Organizational culture is the shared values, norms, behaviours and assumptions that shape how people work together and make decisions across an organisation. It influences day‑to‑day practices, how change is handled and what is rewarded or tolerated.
Psychological Contract
The psychological contract is the informal, unwritten set of expectations and perceived obligations between an employee and their employer. It shapes trust, motivation and everyday behaviours beyond the formal employment contract.
Psychological Safety
Psychological safety is the shared belief that people can take interpersonal risks at work—like asking questions, admitting mistakes or raising concerns—without fear of humiliation or punishment. It’s a foundation for open communication, learning and collaboration.
Salutogenic Design
Salutogenic design is an approach to workplace design that focuses on features that support health, resilience and positive wellbeing rather than just preventing harm. It prioritises elements—like natural light, choice and predictable environments—that help people feel capable, connected and less stressed at work.
Social Support at Work
Social support at work is the perceived availability of help, understanding and encouragement from colleagues, managers and the organisation. It includes emotional, practical and informational support that helps employees cope, perform and stay engaged.
Values Alignment
Values alignment describes how well employees’ personal beliefs and priorities match their organisation’s stated values and everyday behaviours. High alignment means people feel the organisation’s values are authentic and reflected in decisions, policies and leadership.
Wellbeing Interventions
Wellbeing interventions are targeted actions or programmes organisations introduce to protect and improve employees’ physical, mental and social wellbeing. They can be simple adjustments (e.g. flexible hours, ergonomic furniture) or structured supports (e.g. counselling, manager training).
Work-Life Balance
Work-life balance describes how well people can manage the demands of their job alongside personal life, leisure and family responsibilities. In workplace research it captures employees' perceptions of time, control and boundaries between work and non-work life.
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