WorkforceMHQ

Background: A large public company had invested substantially into a wellness program and benefits. However, uptake of benefits was low. They turned to Sapien Labs to help them get a deeper understanding of who was using the program and how

The Challenge: Using the WorkforceMHQ, the company found that the usage of EAP benefits was disproportionately by people who were thriving. In this case, the benefits were a nice to have for people doing well but not moving the needle on mental wellbeing overall.

The Solution: A deeper analysis of the data from the WorkforceMHQ revealed the specific issues the at-risk group was struggling with and therefore which elements of their EAP and benefits would be most relevant.

The Results: The company was able to identify the most relevant elements of their EAP and benefits program and craft new messaging. A subsequent follow-up will reveal to them if their efforts were successful, also helping them negotiate the renewal of their EAP.

Background: A large retail chain was facing a problem with absenteeism and attrition in its frontline, customer-facing workers. The retailer turned to Sapien Labs and the WorkforceMHQ to help uncover the drivers behind this problem.

The Challenge: Using the WorkforceMHQ, the company was shocked to discover a huge disparity in the mental wellbeing of its frontline workforce. This cohort had more positive view of their work than expected but also faced more lifetime traumas and adversity relative to the management groups as well as specific ongoing challenges.

The Solution: A deeper dive into the data from the WorkforceMHQ revealed that a few key aspects, such as child and elder care, were the major challenges and sources of mental stress for frontline workers.

The Results: The company is currently engaged in active discussion over whether creative investment in benefits could have a substantial impact on absenteeism, attrition, and productivity.

Background: Despite having very similar employee profiles in its 2 office locations, a mid-sized IT company was faced with the challenge of different levels of production, retention and morale between the 2 locations. The CEO turn to Sapien Labs and the WorkforceMHQ to understand the underlying factors driving this disparity.

The Challenge: Using the WorkforceMHQ, the company found that employees at Location B had significantly lower mental wellbeing score than Location A, and lower scores on drive and motivation and mood and outlook.

The Solution: A deeper analysis of the workforce-specific data in the assessment showed that employees in Location B felt that they had less flexibility and control and less pride in their work – both key drivers of mental wellbeing.

The Results: The company is working to shift the culture in Location B by creating more opportunities for interaction between the two office locations, offering joint training and additional opportunities for professional development, and providing more intentional mentorship to the head of Location B.