84 Self-efficacy was measured using three items of the Schwarzer Generalized Self-Efficacy Scale (see: Schwarzer, R., Jerusalem, M. (1995). The General Self-Efficacy Scale (GSE). Free University of Berlin). The items included were “I am confident that I could deal efficiently with unexpected events”, “Thanks to my resourcefulness, I know how to handle unforeseen situations” and “I can remain calm when facing difficulties because I can rely on my coping abilities”. Belonging means that individuals report feeling connected with others at work and that they feel like they belong at their company. Meaning is defined as employees reporting that their work gives them a sense of purpose, they find meaning in their work every day and they feel a sense of accomplishment through their work. Adaptability refers to an employee’s underlying potential to effectively adjust or anticipate task-related, environmental and vocational demands. Adaptability comprises three components: cognitive, affective and behavioural. In McKinsey Health Institute’s survey, affective adaptability was measured by: van Dam, K. Meulders, M. (2020). The Adaptability Scale: Development, internal consistency, and initial validity evidence. European Journal of Psychological Assessment, vol. 37, no. 2. 85 Fuller. J, Raman. M, Hintermann F. (2024). Hidden Workers: The Case For Caregivers. Harvard Business School. https:// www.hbs.edu/managing-the-future-of-work/Documents/research/Hidden%20Workers%20The%20Case%20for%20 Caregivers%20100324.pdf. 86 Podshadley, E. et al. (2024). Prioritizing employee wellbeing may help stem the tide of rising turnover. S&P Global. https://www.spglobal.com/esg/insights/featured/special-editorial/prioritizing-employee-wellbeing-may-help-stem-the- tide-of-rising-turnover . 87 Companies often tailor these to their own needs. What is important is that they are validated and based on high-quality evidence. For an example of what these surveys may include, see: Brassey, J. et al. (2023). Reframing employee health: Moving beyond burn-out to holistic health. McKinsey & Company. 88 Often, pulse checks contain a relevant subsection of annual people surveys and specific outcomes involving health or engagement. 89 Verelst, F. et al. (2021). Workplace influenza vaccination to reduce employee absenteeism: An economic analysis from the employers’ perspective. Vaccine, vol. 39, no. 14. https://doi.org/10.1016/j.vaccine.2021.02.020. 90 Steffens, N. et al. (2014). Organizational Tenure and Employee Performance: A Multilevel Analysis. Group & Organization Management, vol. 39, no. 6. https://doi.org/10.1177/1059601114553512. 91 Nielsen, K., Yarker, J., Munir, F., Bültmann, U. (2018). IGLOO: An integrated framework for sustainable return to work in workers with common mental disorders. Work & Stress, vol. 32, no. 4, pp. 400-417. https://doi.org/10.1080/02678373.201 8.1438536. 92 Asics. (2024). Movement for the mind. https://www.asics.com/gb/en-gb/mk/asics-movement-for-mind. 93 European Agency for Safety and Health at Work. (2024). Audi voluntary medical check-ups – Germany. https://osha. europa.eu/en/publications/germany-audi-voluntary-medical-check-ups. 94 Singla A. et al. (2024). The state of AI in early 2024: Gen AI adoption spikes and starts to generate value. McKinsey & Company. https://www.mckinsey.com/capabilities/quantumblack/our-insights/the-state-of-ai. 95 Varley, T., Glaser, J. (2023). Using Data to Improve Employee Health and Wellness. Harvard Business Review. https://hbr. org/2023/11/using-data-to-improve-employee-health-and-wellness. 96 Experian. (2024). Safeguarding talent and saving c.$14m with predictive workforce analytics. https://www.experian. co.uk/assets/background-checking/case-studies/predictive-workforce-analytics-case-study.pdf. 97 Or aimed at designing evidence-based interventions. For example, where they do not exist yet in an adaptive way. 98 As with most core KPIs, these metrics likely have detailed KPIs below them, but these are often tracked by an implementation team, not at the board level. 99 Opening Minds. (2021). Case Study: Ikea and Mental Health First Aid. https://openingminds.org/case-studies/ikea-and- mental-health-first-aid/. 100 Brassey, J. et al. (2023). Reframing employee health: Moving beyond burn-out to holistic health. McKinsey Health Institute. These percentages are an indication and based on the research model of the research performed by McKinsey Health Institute. Naturally, emphasis for different levels and drivers is related to the designed research model. In this research, demands at the team and job level were more strongly represented in the constructs measured, whereas the constructs included on enablers had a wider spread across four levels: individual, job, team and organization. Every organization needs to do its own investigation of what is most relevant to it and its unique contexts, though insights from a well-researched model such as the job demands and resources model, may be helpful reference to get started. 101 Brassey, J. et al. (2023). Reframing employee health: Moving beyond burn-out to holistic health. McKinsey Health Institute. 102 Brassey, J. et al. (2023). Reframing employee health: Moving beyond burn-out to holistic health. McKinsey Health Institute. 103 McKinsey & Company. (2023). Stop wasting your most precious resource: Middle managers. https://www.mckinsey. com/capabilities/people-and-organizational-performance/our-insights/stop-wasting-your-most-precious-resource-middle- managers. 104 Field, E. et al. (2023). Investing in middle managers pays off – literally. McKinsey & Company. https://www.mckinsey. com/capabilities/people-and-organizational-performance/our-insights/investing-in-middle-managers-pays-off-literally. 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Thriving Workplaces How Employers can Improve Productivity and Change Lives 2025