What can we learn from the Poll?
Wellbeing is a condition that is exhibited by a group or individual. A high level of
wellbeing dictates a more positive and peaceful state of mind or being. A low level
indicates a negative state which can be exhibited through stress, mistrust, anxiety and
With 75% of respondents stating that they do not feel engaged in the workplace,
more emphasis needs to be placed upon employee wellbeing to ensure that morale is
improved. Employee wellbeing and happiness is related to a high level of engagement
and productivity, therefore, organisations should consider more emphasis on wellbeing
Unified Recovery means the collaborative effort between the employers and
employees to recover from the damage of catastrophic events and unprecedented
circumstances. Both parties are listened to and concerns from both parties are taken
Our results show that many employees are left out of recovery efforts (86%) and as a
result 67% of employees do not have faith in their organisation’s operating capabilities
in the new year after the height of the pandemic. This showcases a lack of unity in
recovery and heightens the potential for other issues such as a loss in employee
wellbeing due to employees feeling like they are just an asset to the organisation. The
consequence of this if allowed to be ongoing can point to lowered rates of retention
and lowered operational outputs.
Digital fatigue relates to stress experienced through being overwhelmed by having to
become adept at new technology quickly and having to continuously adapt to
technological changes in short periods of time.
In regards to digital fatigue, the responses were much more positive. We attribute this
to employees having settled into their new covid-normal - an era that is substantially
more high tech and technology dependent than prior to the pandemic. However, in
saying so, 13% of employees are still experiencing digital fatigue at work due to the
systems used while 14% are experiencing it during work from home settings.
There is a potential that the employees who affirmed that they were feeling digitally
fatigued have more systems to account for compared to the ones who responded no.
This points to the possible necessity of more status check ins and employee well being
focused 1:1’s in order to grasp the full context prior to forming an action plan.
Voice of Employee
Voice of Employee (VoE) is defined in this case as how effectively employers and
organisations take into account their employees concerns, thoughts and feelings.
From our poll data, employees believe that 1:1 meetings have not been as effective
since the pandemic (84%) and majority also admitted that they think not everyone has
the same voice within their organisation (81%). This points to organisations needing
more robust communication / listening channels so that employees feel that they are
not only heard, but that they are recognised as a valued member of the organisation
and not simply as an expendable asset.
Job security is a scale that dictates the probability of an employee keeping their job. A
low job security causes insecurity, meaning that employees will have a lowered chance
whereas high security on the scale means employees have a high chance of retaining
According to our poll data, 76% of employees say that their employers have not done
enough to assure job security. This statistic informs us that employers would benefit
from revisiting their employee well being initiatives as well as ensuring that 1:1’s are
effective and that transparency is put at the forefront of employer to employee
communications. If the issue is not addressed, a heightened level of job insecurity can
cause low morale which affects productivity and employee retention rates.
Trust is a belief in the ability, truth and integrity of someone or something, in this case,
we assess trust based on the level of which employees believe in their employers and
An overwhelming 81% of employees admitted that they did not trust the decision
making process of their employers. The direct cause of this remains to be ascertained,
however, employers would benefit greatly from improving communication and
transparency with employees. Additionally, ensuring a sentiment of security coupled
with giving employees more control over their day to day work circumstances would be
largely beneficial towards rebuilding trust.
WFH vs Office
When the pandemic began, the majority of businesses had to mobilise quickly to
resume operations from home. This caused a big shift in how people worked and with
it, came fluctuations in sentiment, productivity and wellbeing. As such, The Start Smart
worked to capture those notions into data to provide insight and opportunity to learn
about this shift.
The results regarding the work from home questions showed that the majority of
employees reported a higher wellbeing when working from home (75%). However,
66% felt that they were more productive in the office. With employee wellbeing being
a cornerstone of employee productivity and engagement in the office, the results reveal
that it would be beneficial for employers to allow employees to have more control over
their working arrangements. While the majority of employees have embraced working
from home, there is still a percentage of employees who prefer the office. Therefore,
catering to both groups and allowing for employees to have flexible working setups
dependent on their requirements would be beneficial to maintaining wellbeing
Employee Survey Effectiveness
There is an inherent misconception that asking an employee how they are doing, or
conducting an internal survey, is enough to effectively capture employee sentiment to
catalyse change. While these options may capture data or surface level insights, it does
not provide sufficient insights to develop deep understanding, and more importantly,
an effective action plan.
With 87% of respondents believing employee surveys to be ineffective, the results
reveal that organisations need to take a different approach to maintain employee
wellbeing, engagement and productivity.