How does the check-in's measure wellbeing?
Pulse Score = A daily check in tracking mood represented by the visual acuity score (smiley faces)
chnnl Time Score = a weekly check-in survey completing a health model survey plus 12 questions per week, 70 total questions over the quarter, which gives you a voice about your experiences at work and factors impacting your wellbeing. This check is validated by research and covers areas of legislation and International standards for best practice for mentally safe workplaces. Click here for more info.
Overall Score = Is a combination of all check-in’s scores including pulse check (mood), work experience (weekly chnnl time check-in) and extra check-in’s completed.
Pulse Checks
One question, once a day that records your daily wellbeing in seconds. Complete your Pulse Check through the banner or set up a daily notifications at a convenient time.
chnnl Time - weekly
Check in with the validated WHO-5, Te Whare Tapa Whā (Holistic wellbeing) and weekly reflection questions with chnnl Time. This pops up as a weekly notification, and also lives in the menu bar. Complete chnnl Time once a week to effectively track all aspects of your personal wellbeing and to see what factors in the workplace are contributing to your wellbeing score - either positively or negatively.
Where do the weekly chnnl Time questions come from?
Te Whare Tapa Whā is a holistic framework developed in 1984 by Ta Mason Durie, a distinguished Psychiatrist and leading Māori voice on wellbeing. The model describes health and wellbeing as a wharenui/meeting house with four walls. They represent the four dimensions of wellbeing: taha tinana (physical), taha hinengaro (mental), taha whānau (social & family), and taha wairua (spiritual). It emphasises the importance of balancing and nurturing all these dimensions to achieve optimal health and wellbeing. Our connection with the whenua/land forms the foundation. When all these things are in balance, we thrive. When one or more of these is out of balance our wellbeing is impacted. The chnnl time questions come from work completed by Professor Jarrod Haar and colleagues at Massey University.
The WHO-5 Wellbeing Index is a psychometrically reliable measure of wellbeing that has been used in many studies all around the world and was created by the World Health Organisation around 1988 and assesses assess both positive and negative well-being, this five question version use only positively phrased questions to avoid symptom-related language.
Topp C, W, Østergaard S, D, Søndergaard S, Bech P: The WHO-5 Well-being Index: A Systematic Review of the Literature. Psychother Psychosom 2015;84:167-176. doi: 10.1159/000376585.
The WHO-5 Wellbeing Index cut-off score is set at ≤28, which more restrictively equals the level of well-being among patients that might be at risk of having a symptom of depression, anxiety or sleep condition.Despite this restrictive threshold, the WHO-5 has a sensitivity of 0.93 and a specificity of 0.83 in the detection of depression
Psychosocial Safety Climate (PSC-4)
The PSC-4 (Psychosocial Safety Climate) questionnaire, developed by Maureen Dollard and her colleagues, is a tool designed to measure the psychosocial safety climate within organisations. This survey assesses the shared perceptions of employees regarding the organisation's policies, practices, and procedures for the protection of psychological health and safety at work. The PSC-4 focuses on four key dimensions: management commitment to psychological health, management priority on psychological health over productivity, organisational communication about psychological health and safety, and participation and involvement of employees in psychological health and safety. By evaluating these factors, the PSC-4 helps organisations identify areas where improvements can be made to create a safer and more supportive work environment, ultimately reducing workplace stress and enhancing overall well-being.
Amy Edmondson's Psychological Safety Survey is a widely recognized tool used to assess the level of psychological safety within teams and organizations. Psychological safety, a concept pioneered by Edmondson, refers to the shared belief among team members that it is safe to take interpersonal risks, such as speaking up with ideas, questions, or concerns, without fear of embarrassment, rejection, or punishment. The survey measures various aspects of this environment, including the extent to which individuals feel comfortable voicing their opinions, the support they perceive from their colleagues and leaders, and the likelihood of facing negative consequences for making mistakes. High scores on this survey indicate a team environment where members feel secure in their interactions, which is crucial for fostering innovation, learning, and overall team performance.
Business outcomes such as productivity, job satisfaction, and sick leave are key indicators of organisational health and performance. High levels of productivity are often linked to engaged and motivated employees who feel satisfied with their jobs and supported by their workplace environment. When job satisfaction is high, employees are more likely to be committed to their roles, leading to better performance and a positive impact on the overall success of the organization. Conversely, low job satisfaction can result in increased absenteeism and sick leave, as dissatisfied employees may experience higher levels of stress, burnout, or health issues. Ultimately, fostering a positive work environment that promotes job satisfaction and well-being can lead to improved business outcomes, including higher productivity and reduced sick leave.