The commercial value of psychological well-being means it should be a key part of your organisation’s priorities.

Studies have shown that 22% of variance in job performance is accounted for by well-being related factors. The fact is, it’s not a nice-to-have but a must-have.

But well-being is a complicated dynamic. In psychological terms it’s the result of a number of forces interacting on people in a positive way. But it’s hard to get the balance right. In a telling example, we recently asked respondents “what made you happy/unhappy this week?” The top answer to both was the same: “Getting my job done”.

What’s a healthy pressure for one person can be debilitating stress or ‘burn-out’ for another, and an equally fine line exists between responsibility and empowerment; between support and self-motivation.

Our approach is to look at the specific factors which affect the individual happiness and fulfilment of your people.

We devise questionnaires that reveal susceptibilities to their working environment, from their office furniture to the corporate culture and your leadership style.

Then we apply the science of positive psychology to engineer the conditions that will help your people feel better about themselves and their work.

And work it does.