Wellbeing strategy & evaluation
Is your wellbeing
investment working?
Start with the wellbeing initiatives you already invest in. We evaluate the evidence of their impact on human performance, agree what to measure and help you decide what to keep or adapt.
What are you investing in? Who does it reach? We review your existing offer alongside business KPIs and the conditions people work in.
Priorities agreed with your team
A review of your current offer and reports, informed by conversations with your team.
Review, measure, refine. Five stages to build a wellbeing strategy around your people and priorities. Select a stage to explore.
The working method
Select a stage to explore the work.
We review your business priorities, existing wellbeing programmes and spend, including support delivered by your current providers. With your team, we look at who the offer reaches, what people find useful and what evidence exists about human performance.
You leave with
A review of your wellbeing investment
We select relevant business KPIs alongside programme use and employee feedback. We agree available data, a baseline and privacy boundaries. Where evidence is missing, we set out what can realistically be measured.
You leave with
An agreed measurement plan and baseline
We recommend a wellbeing programme suited to your priorities, from talks and workshops to practical resources. We also suggest relevant changes to working conditions, with your team agreeing and owning any workplace changes.
You leave with
A tailored programme and agreed action plan
We review programme use, feedback and agreed outcomes against the baseline and costs. Business KPIs provide context: a change alongside a programme does not prove the programme caused it. We explain what is supported and what remains uncertain.
You leave with
An evidence review with clear limitations
Together, we refine the mix of programmes, access and spend as evidence builds and priorities change. Named owners and agreed review dates keep the offer useful; activities that are not serving people can be replaced or discontinued.
You leave with
An updated strategy and next review date
In practice / Illustrative examples
Explore a situation your team might recognise.
The work we do together
Review existing benefits and sessions with HR and employee feedback. Recommend changes to timing, communication or the programme mix.
Check whether it helped
The work we do together
Pair practical focus education with recommendations about distractions and access to quiet space, agreed with your workplace team.
Check whether it helped
The work we do together
Review the current offer and choose suitable sleep and recovery education. Agree a proportionate evaluation before delivery.
Check whether it helped
Illustrative examples, not client results. Measures are agreed for each programme; changes in business KPIs alone do not establish impact.
Programme design, delivery and reviews are scoped together.
A team alongside yours
Start with your existing offer, providers, spend and evidence. We evaluate what is working and recommend what to keep, adapt or investigate further. Programme delivery and ongoing support are agreed separately.
Where the findings call for wider changes to how work is organised, workflow redesign is an optional later engagement.
A clear view of your existing offer, spend, participation and feedback, considered alongside business priorities and relevant working conditions.
Agreed questions, feasible measures, data sources and privacy boundaries. We distinguish programme reach from outcomes and set out the limits of any link to business KPIs.
Recommendations for talks, workshops and resources that fit your people, priorities and budget. Delivery and any specialist or external support are scoped and costed separately.
Practical recommendations around focus, access to wellbeing support and recovery at work. Your team authorises workplace changes and assigns the right internal owners.
A review of costs, participation, feedback and agreed outcomes, including gaps and competing explanations. We recommend how to refine the offer or replace activities that are not useful.
A proportionate record of measures, programme changes and decisions. We agree the format and data access with you; existing reports may be sufficient. The dashboard below is an illustration, not a live product or promised integration.
At the start
Your priorities, current offer, spend and available evidence.
During the programme
Who takes part, what is useful and what needs adjusting.
At agreed intervals
Review outcomes, costs and context. Agree the next changes.
Choose a programme. See when it started, what changed and what to review next.
Engineering · 41 participants
PromisingFictional data and intervention dates. Observed change, not a causal estimate.
Delivery index
+12.0%
over selected period
Quality / rework
-5.9%
change in rework
Workload intensity
74
/ 100 · demo indicator
Recovery index
71/ 100
-0.9 pts this period
Annualised attrition
3.9%
business context
Programmes in review
7
2 early positive signals
Synthetic indicators for illustration, not validated scales. Parallel trends do not establish programme impact.
Each measure has its own labelled scale, in its original units.
First observationExamples to inform the next conversation.
Annual wellbeing spend
£100,000Year to 30 September 2026Fictional spend, not Brainwave pricing. Review reach and outcomes before drawing conclusions about value.
Fixed snapshot · 30 September 2026. Indices use a fictional baseline of 100; review status is illustrative.
| Team | Delivery index | Quality | Workload | Recovery | Review status | Open team |
|---|---|---|---|---|---|---|
| LGLegal | 94.2 | 92.6 | 89 | 56 | Review | |
| ENEngineering | 121.6 | 114.2 | 67 | 75 | Stable | |
| TRTrading | 103.4 | 111.1 | 81 | 62 | Monitor | |
| RERecruitment | 116.1 | 110.7 | 64 | 77 | Stable | |
| OPOperations | 101.1 | 101.5 | 79 | 66 | Monitor | |
| LDLeadership | 105.3 | 109.2 | Hidden | Hidden | Monitor |
Explore an example of the shared evidence.
Illustrative dashboard · fictional demonstration data
We agree measures and reporting with you; your existing tools may be sufficient. This fictional preview illustrates the approach, with no live integrations.
01Agree measures. Relevant to the programme and your priorities.
02Record changes. The offer, its cost and who it reaches.
03Refine the strategy. Consider outcomes and competing explanations.
Trust is part of the design
Useful evidence needs clear boundaries. We agree what is measured, why it matters and who can see it before the work begins.
Questions
What’s involved, who does what and how we get started.
We review your wellbeing investment and the working conditions relevant to human performance, agree a measurement plan and help refine your strategy. This can include a tailored programme of talks, workshops and resources, with regular reviews of costs, participation, feedback and relevant outcomes. Scope and delivery are agreed with you.
No. We start by evaluating the initiatives and providers you already invest in. We agree relevant human performance measures, review the evidence and identify what to keep, adapt or evaluate further. Any additional programme delivery is a separate decision.
The initial engagement evaluates your existing wellbeing investment and its relationship to human performance. If the findings point to wider changes in how work is organised, workflow redesign can be explored as an optional later engagement, with its own scope, owners and costs.
We start by agreeing what the investment is intended to achieve and reviewing the evidence available. Participation and satisfaction help us understand reach and experience; they do not establish a business return. We consider agreed outcomes alongside costs and relevant KPIs, explaining where the evidence is limited and how the evaluation could be improved.
Brainwave develops the wellbeing recommendations and can deliver agreed talks, workshops and resources. Your team owns workplace decisions and coordinates internal or specialist support where needed. Responsibilities, programme delivery and costs are agreed before implementation.
We start with approved programme reports and aggregate information that is appropriate to the agreed questions. Purpose, access, participation and reporting boundaries are agreed before data is shared. Small groups and sensitive feedback require particular care; an aggregate alone does not guarantee anonymity.
The example shows how wellbeing spend, programme reviews and business KPIs could be considered together. It uses entirely fictional data and demonstrates a reporting approach, not a live product or automatic data integration. Actual measures, reporting tools and access are agreed during scoping.
We agree a proportionate starting point using available spend, participation, feedback and business measures. We identify gaps and establish a baseline where feasible. Some questions may need more time or a different evaluation approach; we will not turn limited data into a confident claim of impact.
With a scoped review of their current wellbeing offer, spend, priorities and available evidence. From there, we recommend a measurement plan and ways to refine the strategy. A tailored programme and ongoing reviews are agreed separately, so the work fits your needs and budget.
No. We do not promise a fixed uplift or financial return. Business KPIs change for many reasons, and a before-and-after comparison alone does not establish cause. We report uncertainty and competing explanations, then use the evidence to refine the strategy. That can include replacing or discontinuing activities that are not useful.
No. Costs depend on the scope of the review, available evidence, programme design and delivery, and the support you need. We agree the work and costs through a scoping conversation.
Your next step
A conversation about your priorities, current offer and what you want to understand.
